What is the difference between HRM & Personnel management

Introduction
In an organization, a group of people (employers and employees) work together with a common motive to
achieve their organizational goal, which is only possible when efforts of all the people in the organization
are efficiently managed. Personnel management is an administrative function which exists in an
organization to ensure right personnel at right organizational activity. Human resource management is a
modern approach of managing people at workplace which focuses on acquisition, development,
utilization and maintenance of human resource.

Personnel management

is a predominantly administrative record-keeping function that aims to

establish and maintain equitable terms and conditions of employment. Personnel management is
concerned with planning, job analysis, and recruitment and performance appraisal along with training and
compensation management. Personnel management also focuses on managing labor relationship by
handling employee grievances.

Human resource management integrates

the traditional personnel management functions to

corporate goals and strategies, and performs additional people-centered organizational developmental
activities. In simple words, human resource management can be referred as the policy which ensures right
quality and quantity of human resource in the organization.

Difference in Approach
The personnel management approach tends to attach much importance to norms, customs and established
practices, whereas the human resource approach gives importance to values and mission. The personnel
management approach also concerns itself with establishing rules, policies, procedures, and contracts, and
strives to monitor and enforce compliance to such regulations, with careful delineation of written
contract. The human resource management approach remains impatient with rules and regulations. HR
managers tend to relax rules based on business needs and exigencies, and aim to go by the spirit of the
contract rather than the letter of the contract.
Difference in Application

Personnel management is an independent staff function of an organization, with little involvement from
line managers, and no linkage to the organization's core process. Human resource management, on the
other hand, remains integrated with the organization's core strategy and functions. Although a distinct
human resource department carries out much of the human resource management tasks, human resource
initiatives involve the line management and operations staff heavily. Personnel management also strives
to reconcile the aspirations and views of the workforce with management interest by institutional means
such as collective bargaining, trade union-based negotiations and similar processes. This leads to fixation
of work conditions applicable for all, and not necessarily aligned to overall corporate goals.

1. Personnel management is a traditional approach of managing people in the organization.

Human resource management is a modern approach of managing people and their strengths in
the organization.
2. Personnel management focuses on personnel administration, employee welfare and labor
relation. Human resource management focuses on acquisition, development, motivation and
maintenance of human resources in the organization.
3. Personnel management assumes people as a input for achieving desired output. Human
resource management assumes people as an important and valuable resource for achieving
desired output.
4. Under personnel management, personnel function is undertaken for employee's satisfaction.
Under human resource management, administrative function is undertaken for goal achievement.
5. Under personnel management, job design is done on the basis of division of labor. Under
human resource management, job design function is done on the basis of group work/team work.
6. Under personnel management, employees are provided with less training and development
opportunities. Under human resource management, employees are provided with more training
and development opportunities.
7. In personnel management, decisions are made by the top management as per the rules and
regulation of the organization. In human resource management, decisions are made collectively
after considering employee's participation, authority, decentralization, competitive environment
etc.
8. Personnel management focuses on increased production and satisfied employees. Human
resource management focuses on effectiveness, culture, productivity and employee's
participation.
9. Personnel management is concerned with personnel manager. Human resource management is
concerned with all level of managers from top to bottom.
10. Personnel management is a routine function. Human resource management is a strategic
function

Conclusion
Finally, in any discussion of personnel management between human resource management, we must
include that personnel management lays down rigid job description with many grades and a fixed
promotion policy--usually based on seniority and performance appraisal ratings. Human resource
management, on the other hand, has relatively fewer grades and ranks, with broadly defined job
responsibilities providing much scope for applying creativity and initiative, and plenty of career paths,
with skills, talent and commitment the key drivers of career advancement.

Recruitment is the organization process whereby the business starts to find and
engages itself to the people the organization needs. Selection in itself is a part of the recruitment
process that is concerned with deciding on the applicants/candidates who should be appointed for
the posts. Recruitment and Selection are both key activities for the firm, as they entail the
processes that would help the business in employing staff that would be entrusted with the
responsibility of taking the organization forward and achieve the competitive advantage the
business exists for.

Recruitment and Selection

Recruitment is the Process of finding and attracting capable applicants for employment. The
Process begins when new recruits are sought and ends when their applications are submitted. The
result is a pool of application from which new employees are selected. Selection is the process
of picking individuals who have relevant qualifications to fill jobs in an Organization. Selection
is much more than just choosing the best candidate. It is an attempt to strike a
Happy balance between what the applicants can and wants to do and what the organization
requires. Selecting the right employees is important for three main reasons: performance, costs
and legal Obligations.
Steps of Recruitment and Selection ProcessRecruitment is a positive process of finding and employing the human resource that can aid in
achievement of business objective whereas selection is a part of the recruitment process deals
with decision making on the applicants that shall join the organization.
Challenges -Skills mismatch

No one applies for job

Quick Turn over

Adverse selection

Qualification mismatched

Contract Labor, Womens Work, Migrant Workers, Reasons Women Choose This Work
Irregular Work, Very Low Wages, Occupational Health and Safety

Identify Vacancy
Prepare Job Description and person
Specification
Inviting applications:
Receiving applications:
Scrutiny of applications:
Written tests:
Psychological tests:
Personal interview:
Reference check:
Final selection:
Placement:

Identify Vacancy Recruitments provide opportunities to departments to align staff skill sets to initiatives and goals,
and for departmental and individual growth. Proper planning and evaluation of the need will lead
to hiring the right person for the role and team.
Prepare Job Description and person Specification
The job description firstly captures why a post is necessary and where it fits into the current
structure, A job description sets out the overall purpose of a role and the main tasks to be carried
out. The associated person specification details the skills and experience required in order to
perform the job effectively.

Inviting applications:
The prospective candidates from within the organization or outside the organization are called
for applying for the post. Detailed job description and job specification are provided in the
advertisement for the job. It attracts a large number of candidates from various areas.
Receiving applications:
Detailed applications are collected from the candidates which provide the necessary information
about personal and professional details of a person. These applications facilitate analysis and
comparison of the candidates.
Scrutiny of applications:
As the limit of the period within which the company is supposed to receive applications ends, the
applications are sorted out. Incomplete applications get rejected; applicants with un-matching job
specifications are also rejected.
Written tests:
As the final list of candidates becomes ready after the scrutiny of applications, the written test is
conducted. This test is conducted for understanding the technical knowledge, attitude and interest
of the candidates. This process is useful when the number of applicants is large.
Psychological tests:
These tests are conducted individually and they help for finding out the individual quality and
skill of a person. The types of psychological tests are aptitude test, intelligence test, synthetic test
and personality test
Personal interview:
Candidates proving themselves successful through tests are interviewed personally. The
interviewers may be individual or a panel. It generally involves officers from the top
management.

The candidates are asked several questions about their experience on another job, their family
background, their interests, etc. They are supposed to describe their expectations from the said
job. Their strengths and weaknesses are identified and noted by the interviewers which help
them to take the final decision of selection.
Reference check:
Generally, at least two references are asked for by the company from the candidate. Reference
check is a type of crosscheck for the information provided by the candidate through their
application form and during the interviews.
Final selection:
At this step, the candidate is given the appointment letter to join the organization on a particular
date. The appointment letter specifies the post, title, salary and terms of employment. Generally,
initial appointment is on probation and after specific time period it becomes permanent.
Placement:
This is a final step. A suitable job is allocated to the appointed candidate so that they can get the
whole idea about the nature of the job. They can get adjusted to the job and perform well in
future with all capacities and strengths.
Better recruitment and selection strategies result in improved organizational outcomes.
Successful human resource should identify human resource needs in the organization. Once the
needs are identified, the process of recruitment or acquisition function starts.
Recruitment is the discovering of potential candidates for actual or anticipated organizational
vacancies. Or, from another perspective, it is a linking activity bringing together those with jobs
to fill and those seeking job. The ideal recruitment effort will attract a large number of qualified
applicants who will take the job if it is offered. It should also provide information so that
unqualified applicants can self-select themselves out of job candidacy; this is, a good recruiting
program should attract the qualified and not attract the unqualified. This dual objective will
minimize the cost of processing unqualified candidates.

Demotivation is part of the business world and cannot be removed or ignored.

Not everyone can be happy with their jobs, as our survey shows us. Whether Demotivation
comes from feeling underpaid, limited career growth, poor management or lack of interest, the
fact is that it is indeed present and needs to be identified in order for it to be dealt with. Thus, if a

company sees a lot of employees exiting the company, or starts to hear employees voice their
concerns or finally, if they see neglect, they need to act, as these are telltale signs people are
not satisfied with their jobs. While not every case of dissatisfaction can be remedied, if a
company keeps an eye out for these responses and acts on them when they see them, heycan
potentially become a better organization
Seven reasons for employee demotivation
As an employer, you have a certain amount of responsibility for the motivation and wellbeing of
your workforce. For a team to function to the best of its ability, all members must be fully
engaged and fully committed. Its important to recognize that true engagement will mean
different things to different people and to understand what really drives an individuals
motivation.
Its crucial to really listen and respond to your employees needs to ensure high levels of
engagement throughout your company. Spotting the warning signs of demotivation early and
addressing them quickly can help encourage employee contentment and talent retention.
If you fear that one of your employees may be lacking in motivation, here are a few common
causes that could be at the root of the issue.
1. Lack of career vision
In the majority of cases, money is merely one part of an employees motivation. Most people
want to have clear career objectives in place to feel that theres progression for them within their
organisation. Career visioning can be a useful process in setting clear, long-term goals for an
employee so that they can proactively work towards projected outcomes.
2. Job insecurity
Following on from the above point, a lack of career vision can give rise to feelings of insecurity.
All employees want to feel a sense of security and longevity in their roles and an employer must
help facilitate this with regular coaching and objective setting.
3. Feeling under-valued
If an employee feels that their efforts are not being recognised or appreciated, theyll soon begin
to lack energy and commitment in their role. Its important to celebrate successes and give credit
where credits due. Try to make sure that achievements are rewarded even if its just with a pat
on the back.
4. No development opportunities
Regular training and development opportunities can help boost employee motivation and
engagement. Most employees will value ongoing learning potential and the sense that theyre

expanding and improving their skills and knowledge. If a workplace feels stagnant, nonprogressive and uninspired your employees motivation levels will soon dwindle. Get regular
feedback from your team to see where increased training or development opportunities would be
best placed and appreciated.
5. Poor leadership
Effective leadership is an essential factor in the motivation of your staff. If strong leadership is
lacking or is negatively affecting the outlook of the team certain employees may start to feel
demoralised. Leaders must have a flexible, inclusive approach to managing a team and be able
to communicate clearly whilst instilling confidence and focus. If a particular team or individual
is lacking motivation in your business, it may be due to a lack of good management.

6. Conflict
Conflict in the workplace is hugely detrimental. Healthy debate is often productive, but its
important to keep an eye out for any workplace intimidation or bullying. Some employees may
feel worried to come forward about issues relating to a fellow colleague - which is where an
anonymous employee survey may help to reveal any problem areas.
7. Unrealistic workload
Its important to keep a check on the expectations and demands that are being placed upon your
employees. If someone feels overburdened by a large, impossible workload they can soon
become disillusioned, stressed and lose motivation. Equally, if an employee has a workload thats
too light or not varied enough, they might quickly lose interest.
8. Fuzzy expectations.
One of a managers most important jobs is to get employees aligned around clear goals and
expectations. When that doesnt happen, employees dont have a clear understanding of what
success in their jobs would look like and its hard to excel when youre not even sure what you
should be excelling in.
9. Ruling by fear.
Managers who rule through rigid control, negativity, and a climate of anxiety and fear generally
operate like that because they dont trust that they can get things done any other way. But it ends
up backfiring because fearful employees wont take risks or bring up new ideas for fear of being
attacked and wont be honest about problems. Moreover, very few great people with options
want to work for a fear-based manager, so over time these managers have trouble attracting
strong workers.

10. Not recognizing good work.

Imagine spending weeks working on a project or working through the weekend to make a client
happy and then see no signs that your boss noticed or cared. When that happens, employees often
conclude that sincegreat work isnt recognized, theres no point in putting in extra effort or doing
more than the bare minimum instant demotivation.
11. Making unreasonable demands. Holding employees to a high standard is a good thing. But
some managers cross the line from holding people to a high standard to pushing them to the
brink. Managers who insist that people work over the weekend to complete a project that isnt
time-sensitive, enforce truly unreasonable deadlines, or demand that an employee do the truly
impossible are signaling to their staff that a reasonable persons idea of excellence will never be
enough for this manager and as a result, cause a drop in morale and productivity.
12. Constantly moving goalposts. Some managers cant stick to a decision about the most
important ways for employees to spend their time. One week, youre supposed to drop
everything to work on Project A for the next month. Three days later, your boss has an idea for
Project B and so Project A is forgotten. The next week, she wants all your energy focused on
Project C. As a result, employees stop taking any of the work seriously, knowing from
experience that theres no point in giving it their all when the priorities will change soon anyway.
13. Neglecting to deal with problems. Some managers avoid conflict and tough conversations
at all costs. This often takes the form of shying away from addressing performance problems,
reluctance to make necessary course corrections to a project for fear of offending someone, or
not intervening when another department is creating roadblocks. Ironically, while these managers
are usually just trying to be liked, over time the opposite happens: As problems go unresolved
and difficult decisions go unmade, staff members grow frustrated and lose motivation to work at
a high level

Lack of Appreciation:An employee feels unappreciated for his efforts.

Too much Work:An employee feels overburdened with a disproportionate chunk of work
which renders him unable to perform his duties well and punctually.

Lack of Clarity in Work: An employee flounders at work due to lack of clarity on his
various tasks.

Favoritism: These refer to unfair practices that favor one worker over another.

Mistrust: This deals with an employee resorting to micromanaging everything, displaying

mistrust in a coworkers capabilities.

Miscommunication:Free flow of information is withheld or information is provided only

on a need-to-know basis. This can be demotivating as it proves that the boss or organization
does not fully trust its employees to share all available information on a project.
Unsupportive Boss
A major turnoff at work and a cause for job dissatisfaction is a boss who isn't invested in seeing
you get ahead. With companies downsizing and keeping resources at a minimum, managers
become more concerned about the bottom line rather than the very people who can have a direct
effect on the bottom line. Managers who disengage from their employees and focus only on
results without providing inspiration, motivation or employee support are often unaware that
they may be a major cause of job dissatisfaction.
Lack of Meaningful Work
The lack of meaningful work plays a big part in job dissatisfaction. Employees lose interest in
work that offers no challenge, opportunities for growth or incentives for meaningful work. It's
easy to disengage from a job and organization that doesn't value its employees or offer incentives
for job growth. To feel happy at work, employees need to feel as if there is a chance to move
forward and progress. When employees feel their contributions are significant, they feel happy at
their work and work harder.
Overworked and Underpaid
Employer staff and resource cutbacks leave remaining employees taking on more responsibilities
with no increases in pay. While salary isn't always the motivator for happiness at work,
employees who work long hours and still find themselves behind economically are frustrated and
dissatisfied with their jobs. Employees with the lowest incomes are the most dissatisfied with
their jobs, according to the Gallup poll. Concerns about high employment rates and job security
are also playing a part in job dissatisfaction.
Work and Life Balance
Companies that fail to recognize the need for employees to maintain a healthy life and work
balance are ultimately affecting their own productivity levels. Even if a company can't offer
salary increases, one way to improve job satisfaction is to create trade-offs for life and work

balance. Instead of offering raises, companies might consider incentives such as paid days off,
flexible scheduling, and rewards such as tickets to movies, plays, or sporting events.

State and explain in what procedure HRM works achieves

organization Goals

and objectives. Include a flow chart

The main purpose of human resource management is to accomplish the organizational
goals. Therefore, the resources are mobilized to achieve such goals. Human Resource
management is based on the well-organized utilization of employees in achieving two major
objectives within an organization. The first objective is to effectively make use of the talents and
abilities of the employees to get the operational objectives that are the key plan of the
organization. Along with understanding the objectives of the organization, Human Resource
management also look to make sure that the individual employee is satisfied with the working
environment, the reward and benefits that they receives.
Human Resource Management plays a major role in the organization to perform maximum
capability in a highly fulfilling manner. Human Resource Management is the main approach for
the organizations. The people working individually and collectively together contribute for the
achievement of the objectives in the business. It is also termed as personnel management as the
process is involved in managing people. Human Resource Management employee's people,
develop their resources, utilize, maintain, and compensate their services in relation to the
organizational requirements. Organizational objectives are typical and require multiple years not
less than 3-5 years to achieve the outcome based on annual operations that coincide similarly
with a calendar year and organizations operating cycle. Operations objective run under business
units, departments, functional areas, teams and individuals etc. Often a combination of financial
and nonfinancial measures. When the objectives define goals and sub goals, targets will be the
larger objectives. Before an organization is setup it needs to examine all the aspects of business
equation to reach organizational objectives. The link between organization system and structure
is necessary to understand the impacts, effectiveness and efficiency. By setting al the objectives
to all the levels of the organization it is possible to get maximum returns on resources and
operations. The opportunities presented must be clear, measurable, specific and consistent.

Business goals should be part of an overall business plan or objective. When you create a
business plan, it is important to decide what you want your business to be and how to define your
product and target market. For example, if you want to be the low cost provider, then your goals
should be targeted towards doing what you need to achieve that goal. Goals can include finding
low cost suppliers and cutting production and manufacturing costs to allow you to keep your
prices low. If, on the other hand, your aim is to capture the elite and high end market, then your
goal should be to find top quality products and materials and boutique suppliers.

HR POLICY OF THE COMPANY- The term "HR best practices" refers to a collection of human
resources practices that are proven to achieve positive results in the workplace. Your business
may be one where people want to work and, once hired, enjoy their jobs. These content
employees support your reputation as a company where employees are treated well. A policy is a
formal statement of a principle or rule that members of an organization must follow. Each policy
addresses an issue important to the organization's mission or operations.
A procedure tells members of the organization how to carry out or implement a policy. Policy is
the "what" and the procedure is the "how to".
Policies are written as statements or rules. Procedures are written as instructions, in logical steps.

Motivation

seems to be one of the most important tools of Human

Resource Management. Organizations design motivation systems to encourage

employees to perform in the most effective way but also to attract potential candidates.
The key to create the efficient motivation system is an answer to the question what
really motivates employees.
Motivation in HRM describes ways in which managers promote productivity in their employees.
motivation actually describes the level of desire employees feel to perform, regardless of the level of
happiness. Employees who are adequately motivated to perform will be more productive, more
engaged and feel more invested in their work. When employees feel these things, it helps them, and
thereby their managers, be more successful.

Motivation is important in acquisition & retaining of employees. The employees are

linked with the organizational objectives through the glue of motivational tools. In
addition to this, the creativity & performance of the employees are also enhanced
through the motivational factor

Physiological Needs

: Physiological needs are the basic needs for sustaining

human life. These needs include food, shelter, clothing, rest, air, water, sleep and
sexual satisfaction. These basic human needs (also called biological needs) lie at
the lowest level in the hierarchy of needs as they have priority over all other needs.
These needs cannot be postponed for long. Unless and until these basic
physiological needs are satisfied to the required extent, other needs do not
motivate an employee. A hungry person, for example, is just not in a position to
think of anything else except his hunger or food. According to Maslow, 'man lives by

bread alone,' when there is no bread. The management attempts to meet such
physiological needs through fair wages.

Security / Safety Needs

: These are the needs connected with the

psychological fear of loss of job, property, natural calamities or hazards, etc. An

employee wants protection from such types of fear. He prefers adequate safety or
security in this regard i.e. protection from physical danger, security of job, pension
for old age, insurance cover for life, etc. The safety needs come after meeting the
physiological needs. Such physiological needs lose their motivational potential when
they are satisfied. As a result, safety needs replace them. They begin to manifest
themselves and dominate human behavior. Safety needs act as motivational forces
only if they are unsatisfied.

Social Needs : An employee is a human being is rightly treated as a social

animal. He desires to stay in group. He feels that he should belong to one or the
other group and the member of the group should accept him with love and
affection. Every person desires to be affiliated to such groups. This is treated as
basic social need of an individual. He also feels that he should be loved by the other
members. He needs friends and interaction with his friends and superiors of the
group such as fellow employees or superiors. Social needs occupy third position in
the hierarchy of needs.

Esteem Needs : This category of needs include the need to be respected by

others, need to be appreciated by others, need to have power and finally
prestigious position. Once the previous needs are satisfied, a person feels to be held
in esteem both by himself and also by others. Thus, esteem needs are two fold in
nature. Self esteem needs include those for self confidence, self-respect,
competence, etc. The second groups of esteem needs are those related to one's
status, reputation, recognition and appreciation by others. This is a type of personal
ego which needs to be satisfied. The Organisation can satisfy this need (ego) by
giving recognition to the good work of employees. Esteem needs do not assume the
motivational properties unless the previous needs are satisfied.

Self-actualisation Needs

: This is the highest among the needs in the

hierarchy of needs advocated by Maslow. Self actualisation is the desire to become

what one is capable of becoming. It is a 'growth' need. A worker must work

efficiently if he is to be ultimately happy. Here, a person feels that he should
accomplish something in his fife. He want to utilise his potentials to the maximum
extent and desires to become what one is capable of becoming. A person desires to
have challenges and achieves something special in his life or in the area of his
specialization. Though every one is capable of self-actualization, many do not reach
this stage. This need is fully satisfied rarely.

The five levels of Maslows Hierarchy Of Needs:

1. Physiological Needs- These are the basic needs of an individual, and includes air, water, food,
clothing, and shelter. All the basic needs that an individual needs to live and breathe is
categorized under physiological needs.
2. Safety Needs- The most common safety needs are physical and emotional protection. Health
Benefits are counted as physical protection and counselling services fall under emotional
protection. The needs are necessary for an individual to feel secure and comfortable within any
given environment.
3. Social Needs- The individuals need for love, care belongingness and acceptance. Once
a healthy individual feelssecure in any given work place, they must try to be part of the
workplace culture and earn their acceptance.
4. Esteem Needs- Can be broken down into two types; Namely Internal Esteem Needs (SelfRespect, Increase In Self-Confidence, learning of new skills, autonomy) and External Esteem
Needs (recognition, attention, and admiration of their peers). Internal Esteem Needs are more
towards the need for intrinsic rewards, while external Esteem needs is gaining
acknowledgement from their peers that they are now officially a part of the workplace society.
5. Self-Actualization Needs- The peak of the hierarchy chart can never be fully satisfied, and this
becomes the ultimate motivator for each and every individual to try to strive for self-improvement.
An individual will continue toexperience growth in the area to achieve self-contentment. The
hunger for more knowledge, creativity, and self-expressions are few of the goals that an individual
may want to achieve.

Limitation-

Five important Limitations about maslows Hierarchy of Needs Theory:

1. The Theory is lacking about the motivators of extrinsically driven individuals: At stage 4
and stage 5 of the chart (Esteem Needs and Self-Actualization Needs ), the theory is
of questionable relevance to individuals that are driven by extrinsic rewards.
The reason being that it is not common nowadays for people to be unhappy about their co-workers
and bosses, yet can still maintain high and consistent performances as they are being promised
a promotion, higher pay, or a lavish vacation which the company will pay for.

So an individual might be stuck at the third stage (The social needs phase) for having a bad
relationship overall with his/her peers, but is motivated by the unlisted motivator on the chart,
which is money.

2. Difficult for manager to identify the need level for employees- There will be some difficulty
for managers in deciding which need level employees are on, and this might curb the motivation
of employees at the workplace.

Take for example a particular employee that is moving from stage 3 (Social Needs) to Stage 4
(Esteem Needs). In simpler words, said employee feels the need for his contributions to be
accepted by someone within the company.

If the manager of the company does not give sufficient appraisal towards his efforts soon, then the
employees efforts motivation will go into decline. Because different managers view efforts
subjectively, it might be that his best effort was perceived as insufficient and motivation goes down.

3. The Most Powerful unsatisfied Need provides the most motivation- This is often due to the
fact that different individuals are driven to satisfy different needs at a certain time.

To illustrate, take a certain employee which find himself hard to be accepted by others, but presents
very innovative ideas that makes the manager favouring him and appraising him more than anyone
else within the company.

Based on Maslows theory, the employee is at stage 4 of the chart (Esteem Needs) and
should focus on doing more things that pleases his boss so he can move up to stage 5 (SelfActualization Needs).

However in reality, the employee has a strong urge to fulfil stage 3 in his hierarchy of needs (Social
Needs) and it is possible that he might put in less effort at work in order to fulfil the unsatisfied
motivator of his.

The point of this illustration is that in the real world, the needs arent fulfilled in chronological
order, as people will make the effort eventually to satisfy latent needs in the hierarchy.

4. The theory is not empirically supported- The definition of empirical is something that can be
proven or verified through studies or experiments.
Maslows theory cannot be proven to be 100% true due to certain inconsistencies (Point number
3) and also due to human factors in the 21st centuary (Point number2)

5. Basic Needs may not need to be satisfied to acknowledge higher needs- Based on the
theory, we assume that if an individual that is lacking in basic amenities or in a questionable
working environment, he/she will never unlock the higher needs in the hierarchy.
However the starving artist scenario says otherwise. The scenario is about an artist whose base
needs in the hierarchy are not fulfilled, but yet he will still strive for fame and recognition

This scenario proves that Maslows theory might not work in certain cases.it is not impossible for
someone who is desperate for fame and recognition to neglect his/her own well-being in order to
attain them.