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IBM is often cited as one of the leading companies in terms of satisfactory work environments and cultures. IBM provides employees with all the necessities, including adequate pay, a balanced work-life, benefits, training, career growth, and the convenience of using modern technology and work methods. However, IBM has established further motivators that contribute greatly to keeping employees engaged and effective in their roles. First, IBM assures employees are fairly compensated for any work done outside of work hours or office spaces. Second, projects reflect the values of the firm and its employees, and volunteer efforts by the firm have been especially successful (Lorman, 2017). Third, innovative and constantly evolving technology eases the work of employees and increases their work-life balance.
When the IBM strategy is compared to Maslow’s hierarchy of needs, a number of similarities can be found. IBM is able to provide employees with resources that allow them to meet the immediate physiological and safety needs of Maslow’s hierarchy. Following this, the work culture at IBM is often cited as collaborative, but this may vary in departments and branches of the firm. However, the self-esteem and self-actualization of the employees are prioritized as the firm works to promote employee training, specialization, and involvement in projects. As such, the IBM strategy only differs in that it does not place emphasis on the need for community-building as much as it does on self-improvement.
I am more likely to be motivated by IBM’s strategy as I myself value self-improvement and progression as a professional. Career growth is important, and IBM does not completely ignore aspects like networking or contribution to communities, which I find to be the correct hierarchy of motivation. I believe that IBM’s hierarchy of immediate needs, self-improvement and actualization, and assimilation to a community is more beneficial.
Reference
Lorman, S. (2017). Why IBM pays employees for time away from the office. Thrive.
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