International Journal of Managerial Studies and Research (IJMSR) Volume 2, Issue 8, September 2014, PP 41-46 ISSN 2349-0330 (Print) & ISSN 2349-0349 (Online) www.arcjournals.org ©ARC Page 41 Role of Manager in Human Need Fulfillment in Work Organization Okere, Loveday ph.d, mnim, maben Department of Management Faculty of Business Studies Rivers State University of Education Port Harcourt, Nigeria okerelovedayu@yahoo.com Ezeanyeji Clement. I. PhD Department of Economics Faculty of Social Sciences Anambra State University Anambra State, Nigeria drsundayeze@gmail.com Abstract: The concern of this paper centered on the role of manager in human need fulfillment in work organization. Where workers cannot have needs satisfied, they may leave the organization more often. While the means to fulfillment, within the organization, may vary, individuals continue to seek fulfillment of their basic needs and expectations. The fact of the matter is that now employers do realize their responsibility in fulfilling the workers’ expectations. The paper argued that organizat ion that employs the skills and services of a worker has a responsibility to fulfill his reasonable goals and needs. Keywords: Need, Employee, Organization, and Manager Fulfillment. 1. INTRODUCTION Sine Adam and Eve were directed in the Garden of Eden to earn their livelihood by “the sweat of the brow”, man has found labour essential to the maintenance of his own welfare. William Faulkner has observed: “You can’t eat for eight hours a day nor make love for eight hours a neither day nor drink for eight hours a day; all you can do for eight hours is work. Which is the reason why man makes himself and everybody else so miserable and unhappy”? Modern man is no exception. The individual who works with an organization for his livelihood harbours some expectations from the management. When the expectations of the employing organization match those of the new employee, the employee will be more productive in his first year of employment, he will be more satisfied with his work, and he will tend to stay with the organization for a longer time than if there were a number of mismatches in the expectation of the two. After an employee has been taken in, his skill and ability to do the job have been developed and his emoluments determined, the next step is to understand why people act as they do, that is, to understand their behaviour. Every individual can and is able to work; but he may or may not be willing to work at all for want of certain incentives, motivations, or a particular work situation or out of mere indolence and lethargy. His willingness to work is based largely on a management’s ability to integrate the interests and needs of its employees with the objectives of the organization. In order to know why an individual is or is not willing to work, it is necessary that a manager should first acquaint himself with issue as to why an individual responds quickly or remains indifferent to work and becomes uncooperative, indifferent, arrogant, irritating, insubordination, unfriendly, or acts in an undesirable manner. He should, therefore, know that all human behaviour has some cause; and to know this, he must examine the nature of employee needs and the causes that motivate an individual to achieve certain goals or fulfils his needs. Other