Filipino Hierarchy of Needs and Management Styles by Tomas Andres

1. Ingrid Ann T. Mosura
BA Psychology IV
FILIPINO HIERARCHY OF NEEDS AND
MANAGEMENT STYLES

2. HUMAN RELATIONS
 Integration of people into a work situation in
a way that motivates them to work together
productively, cooperatively, and with
economic, psychological, and social
satisfaction

3. THREE BASIC WANTS
 Economic, Psychological, Social
 Create boundaries of employee
human relations
 Separate or different for every individual
 Results through writing or speaking in ways
that are understandable, accurate and
pleasant to another person

4. FILIPINO HIERARCHY OF NEEDS
 Tomas Andres: Management Filipino Style
 Derived from Abraham Maslow’s Hierarchy of
Needs
 Anchored on the concept of human relations
 Stimulus- Organism- Response
 Thevariable is the organism: the Filipino who
has a different set of values

5. MASLOW’S VS FILIPINO
HIERARCHY OF NEEDS
Self- realization Needs Pagkabayani
Esteem Needs Social Mobility
Belonging and Social Needs Social Acceptance
Safety and Security Needs Reciprocity
Physiological Needs Familism

6. I. FAMILISM: THE NEED TO BELONG
 Family or group serves as:
A defense against potentially hostile world
 An insurance against hunger and old age
 An eternal source of food, clothing and shelter
 An environment where a Filipino can be oneself
 Walang masamang atin, Pagpupuno sa
kakulangan, pagtatakip ng kakulangan

7. I. FAMILISM: THE NEED TO BELONG
 Implications
 Familism can increase worker productivity (utang
na loob)
 Familism can promote loyalty given that
company goals are not in conflict with his or her
immediate family or group’s goals
 Promotion is appreciated and authority is highly
valued. Tradition, social position and family
name are also important.

8. II. RECIPROCITY: THE NEED TO BE
RECIPROCATED
 Utang na loob
 Every service received, favor or treatment
accomplished, has something in return
 Related to dangal or dignity: A Filipino respects
others but they must also respect him in the
same way

9. II. RECIPROCITY: THE NEED TO BE
RECIPROCATED
 Implications
 According to Dr. Angelina Ramirez, a Filipino
worker:
Wants to be treated as an individual with
dignity
Wants to carry an open communication and
get feedbacks from those he works with
Wants to be rated high because of the
recognition and promotion benefits

10. Works best with co- workers who are socially
supportive
Wants to be involved in challenging tasks
which provide calculated risks but resistant to
change when he is not yet ready for that new
behavior required of him

11. II. RECIPROCITY: THE NEED TO BE
RECIPROCATED
 Hiligaynon translation of the Job Satisfaction
Survey
 OriginalFacets: Pay, Promotion, Supervision,
Fringe Benefits, Contingent Rewards, Operating
Procedures, Coworkers, Nature of Work,
Communication)
 New Facets: Pay, Enjoyment, Friendly and
Helpful Co- workers, Sense of Dignity and
Freedom, Contingent Rewards

12. II. RECIPROCITY: THE NEED TO BE
RECIPROCATED
 Implications:
 Fringe benefits are exchanged for output
improvement
 Consistency in the superior’s style of leadership is
expected
 Management by Objectives (MBO) is preferred:
employees evaluated using a set of determined
objectives
 Euphemistic or indirect positive criticism is accepted
 Negative criticism should be done cautiously and
indirectly (Parinig, Bato- bato sa langit…)
 Friendships inside the organization is important

13. II. RECIPROCITY: THE NEED TO BE
RECIPROCATED
 Implications
 Negative traits sometimes spring from positive
traits (Ex. Nepotism and Favoritism)
 Concept of property (Sakop or Kapitbahay
system)

14. III. SOCIAL ACCEPTANCE
 To be taken by his fellows for what he is or
what they believe him to be and be treated in
accordance with his status
 Views co- workers as a psychological
investment for future economic, religious and
social, and political gains
 Social support is gained through pakikisama
or conformity to the group to make
unanimous decisions

15. III. SOCIAL ACCEPTANCE
 Competing for recognition may be punished
by withdrawal of support
 Matched Groups versus Diverse groups

16. IV. SOCIAL MOBILITY
 Need to belong to a desired social class or
status
 Climbing the social ladder
 Influenced by money
 Low- paid workers strive for an upward
socioeconomic mobility
 Promotion by seniority is better that
promotion by performance

17. V. PAGKABAYANI: BEING A HERO
 The need to be esteemed and revered
 Highest need
 Uses the values of honor, dignity and pride
 Lies on the value of hiya which means self-
esteem
 Encompasses almost
all the Filipino needs

18. OTHER IMPLICATIONS
 Timescales and deadlines are flexible
 Verbal instructions should be accompanied
by written ones because Filipinos are often
hesitant to ask for clarifications
 Decisions are made by the top management
 Managers guide their subordinates both in
their business and personal lives

19. THANK YOU! 