Maslow's Hierarchy of Needs
Since part of the framework for effective motivation includes a person’s attitude it is important to understand what motivates people’s actions and behaviors. Abraham Maslow hypothesized that needs are ranked in order from low to high and as each need is met or satisfied, the needs at the next level begin to determine the individual’s behaviors and consequently their actions. When the lowest level need is satisfied the person is motivated to move onto the next level of need until that level is satisfied. This widely recognized theory is called Maslow’s Needs Hierarchy Model. The five “basic” needs that complete the hierarchy model are: physiological needs, safety needs, belonging and love needs, ego needs, and self-actualization needs (Appelbaum, p.47). Physiological needs consist of the desire for food, water, air, and shelter. These are the most basic of needs that will come first on the totem pole. A person will not move on to the next level until these most basic desires and needs are met.
The second level consists of the desire for safety, stability, and the absence of pain or discomfort. People who are motivated by this level of needs value their job primarily as a way to avoid the loss of their most basic needs. After the first two levels of needs have been satisfied the individual will now shift their focus to the third level, the need for affiliation and belonging. This is the individual’s desire for developing friendships, finding love, and having a sense that they belong to a group. Persons motivated by affiliation are focused on building and maintaining new relationships with other people.
The next level of needs involves the desire for achievement, self-worth, and recognition. In my opinion this is where a majority of workers fail in the pursuit of needs fulfillment. With that being said, I truly believe that managers and leaders can have the greatest impact helping employees fulfill their esteem needs.
The fifth and last level of needs that are found on Maslow’s needs hierarchy focuses on the individual realizing their full potential. Most people do not reach this level until late in their lives and some people never reach it at all. Managers can contribute to an employee's desire to obtain this need by involving them in designing jobs, creating special assignments for the employee, and giving them the autonomy to plan, implement, and make decision concerning their work. The three lowest levels in this needs hierarchy model are referred to as deficiency needs. They are needed in order to facilitate proper development both physically and mentally. The highest two needs are considered growth needs that help the individual grow and develop into an effective human being (Hellriegel, p.131-133). Two researchers, Ajila and Kamalanabhan believed that Maslow’s theory had some practical significance and application in the following ways. “Physiological needs are considered in decisions regarding space, lighting, and overall working conditions; safety in terms of work practices; love in regard to forming cohesive work teams; esteem through responsibility and recognition; and self-actualization in terms of opportunities for creative and challenging jobs and tasks (Latham, p.488).”
Managers can study the theories of motivation until they are blue in the face. The trick is to take the knowledge gained from studying theory and transform it into a practical, pragmatic, and workable plan of action that can be implemented in the work place. The most important aspect of a manager’s skill set is the ability for that manager to know how to motivate and lead their followers. “Organizations can only achieve their goals of perpetuation by revitalizing their human resources (Appelbaum, p.47).” The job of a manager is to change and adapt their style to fit the individual’s needs and not try to recreate the individual into something that they are not. Managers should test different techniques with their employees to find out which ones are considered effective and which ones are not. Transformational leaders motivate followers by creating an exciting new vision, encouraging followers to move beyond their own self interests for the benefit of the organization, and stimulate the employee’s higher level needs. The followers of transformational leaders verbalize feelings of admiration, respect, trust, and appreciation towards their leader and as a result will go above and beyond the expected norm to get the job done. They are able to motivate workers to higher levels of personal expectations and individual commitment.
The second level consists of the desire for safety, stability, and the absence of pain or discomfort. People who are motivated by this level of needs value their job primarily as a way to avoid the loss of their most basic needs. After the first two levels of needs have been satisfied the individual will now shift their focus to the third level, the need for affiliation and belonging. This is the individual’s desire for developing friendships, finding love, and having a sense that they belong to a group. Persons motivated by affiliation are focused on building and maintaining new relationships with other people.
The next level of needs involves the desire for achievement, self-worth, and recognition. In my opinion this is where a majority of workers fail in the pursuit of needs fulfillment. With that being said, I truly believe that managers and leaders can have the greatest impact helping employees fulfill their esteem needs.
The fifth and last level of needs that are found on Maslow’s needs hierarchy focuses on the individual realizing their full potential. Most people do not reach this level until late in their lives and some people never reach it at all. Managers can contribute to an employee's desire to obtain this need by involving them in designing jobs, creating special assignments for the employee, and giving them the autonomy to plan, implement, and make decision concerning their work. The three lowest levels in this needs hierarchy model are referred to as deficiency needs. They are needed in order to facilitate proper development both physically and mentally. The highest two needs are considered growth needs that help the individual grow and develop into an effective human being (Hellriegel, p.131-133). Two researchers, Ajila and Kamalanabhan believed that Maslow’s theory had some practical significance and application in the following ways. “Physiological needs are considered in decisions regarding space, lighting, and overall working conditions; safety in terms of work practices; love in regard to forming cohesive work teams; esteem through responsibility and recognition; and self-actualization in terms of opportunities for creative and challenging jobs and tasks (Latham, p.488).”
Managers can study the theories of motivation until they are blue in the face. The trick is to take the knowledge gained from studying theory and transform it into a practical, pragmatic, and workable plan of action that can be implemented in the work place. The most important aspect of a manager’s skill set is the ability for that manager to know how to motivate and lead their followers. “Organizations can only achieve their goals of perpetuation by revitalizing their human resources (Appelbaum, p.47).” The job of a manager is to change and adapt their style to fit the individual’s needs and not try to recreate the individual into something that they are not. Managers should test different techniques with their employees to find out which ones are considered effective and which ones are not. Transformational leaders motivate followers by creating an exciting new vision, encouraging followers to move beyond their own self interests for the benefit of the organization, and stimulate the employee’s higher level needs. The followers of transformational leaders verbalize feelings of admiration, respect, trust, and appreciation towards their leader and as a result will go above and beyond the expected norm to get the job done. They are able to motivate workers to higher levels of personal expectations and individual commitment.
