PATAGONIA REPORT Patagonia is a region endowed with an affluent culture. Hosting various inhabitants such as baqueano, Aonikenk and Kaweskars, Patagonia has a culture not beaten by many. Maslow’s hierarchy describes various basic needs using the terms self-actualization, esteem, love, safety and physiological. According to Maslow, human motivation moves through these basic needs. The Patagonia culture meets two of hierarchy’s basic needs, love and esteem. The Patagonia’s baqueano culture meets the basic need of love. According to the Maslow’s hierarchy love, in humans involves a feeling of belongingness and acceptance. In the baqueano’s culture, it is evident that the baqueanos promoted the feeling of acceptance and belongingness.
This is seen in the 1870s where the baqueano horsemen guided explorers who arrived in Patagonia. By doing this, the baqueano promoted the feeling of acceptance between them and the explorers. Esteem revolves around respect. Guiding the explorers showed deep respect to them, and thus the Patagonian culture met the basic need of esteem. Working at Patagonia involves dedicating your time and energy to work while getting no compensation. This causes one become de-motivated and thus lowers the quality of work delivered.
Patagonia’s work environment lacks the basic needs described by the Maslow’s hierarchy and thus working in the company is strenuous. (Becoming a Responsible Company, n.d, 2014)According to equity theory of motivation, underpayment of an employee leads to the employee becoming hostile to the employer. If a Patagonia workers feels underpaid, then he or she will become hostile and rebellious to the manager. This will lead to a clash between the employee and the manager that will lead to the employee delivering low-quality work.
To increase the employees’ motivation Patagonia’s manager should introduce a monthly salary to the employees. (Becoming a Responsible Company, n.d, 2014). Lack of payment is the greatest challenge facing Patagonia’s employees’ motivationRecommendationIf I was the manager of Patagonia’s employees in a retail shop, to keep them motivated, I would introduce a monthly salary, give them gifts and lastly promote the employees who work well. Referencesn, d. (2014). Becoming a Responsible Company. Retrieved from Patagonia: http: //www. patagonia. com/us/patagonia. go? assetid=1963n, d. (2014). Cultural preservation. Retrieved from Ecocampus: http: //www. ecocamp. travel/Sustainability/Cultural-Preservation