04. Motivation – Applying Maslow’s Hierarchy of Needs Theory

 

Imagine a workplace where everyone did what you needed them to do without the need for micromanagement and prodding. Even better, picture employees doing these things because they genuinely want to, not because they have to.
Motivation is arguably the most critical lever managers and leaders have for creating high performance.

By using Maslow’s Hierarchy of Needs to motivate your employees and fulfill their needs, you will likely see them give you maximum contribution, often without you needing to cajole them continually.

What is Maslow’s Hierarchy of Needs Theory

In 1943, Abraham Maslow, a humanist psychologist, introduced the Hierarchy of Needs hypothesis in his work titled "A Theory of Human Motivation." According to Maslow's theory, human beings possess a hierarchy of wants that must be fulfilled, ranging from fundamental physiological requirements to more intricate psychological and self-fulfillment needs.

According to Maslow's hierarchy of requirements, individuals tend to prioritize fulfilling their basic needs before addressing higher-level wants.

In order to enhance comprehension of this principle, consider a hypothetical scenario where an individual has refrained from consuming sustenance for a duration of three consecutive days. It can be posited that the resulting discontentment arising from this circumstance would likely serve as a potent impetus for the individual to actively seek nourishment. During that particular juncture, the likelihood of being sufficiently driven to perform exceptionally well in one's professional duties and subsequently receiving acknowledgment for such performance is low.

Maslow substantiated this notion by asserting that individuals experiencing deprivation in the domains of sustenance, security, affection, and self-worth would likely exhibit a stronger inclination towards satisfying their appetite for food above other needs.

In summary, the failure to satisfy a physiological need tends to dominate an individual's cognitive processes, overshadowing any aspirations to fulfill higher-level needs such as esteem and recognition.

Once the fundamental demands of a certain level have been fulfilled, the subsequent level in the hierarchical structure will manifest more prominently and have influence over individuals' behaviors and cognitive processes. Maslow's theory emphasizes that a need that has been fulfilled ceases to be a driving force for motivation. Consequently, individuals who have satisfied a particular need will strive to fulfill a higher-level need.

A raise in income, for instance, will motivate many people up until they get that raise! Once a person's financial needs have been addressed, money is less likely to be a consistent motivator. Indeed, you may suddenly feel inspired to pursue greater pay or a new aim entirely.

The 5 Levels of Maslow’s Hierarchy Pyramid, from Basic to Ultimate Needs

Maslow presented us with the five basic human needs:

1. Physiological needs
2. Safety needs
3. Social needs
4. Esteem needs
5. Self-actualization needs

The model proposed by Maslow illustrates a hierarchical structure of needs.

The basic needs (Levels 1-2)

Maslow’s Hierarchy Level 1: Physiological Needs

The fundamental physiological needs, often known as physiological drives, are critical for human life. Several physiological needs can be recognized, for example: 

• Food
• Water
• Shelter
• Warmth
• Sleep and rest
• Homeostasis (this is the body’s natural mechanism for maintaining a stable, constant environment).

These physiological requirements are the most basic in Maslow's hierarchy and give people hope that they will survive another day. We move on to more advanced needs once those are addressed.

What can managers do to motivate employees who have physiological requirements?

• Provide staff with enough food and drink, or make sure they know what they need to bring to work. The more information you can supply, the better.
• Maintain the proper temperature and comfort levels by keeping the workplace well-heated or cooled.
• If your firm demands outdoor labour, provide your employees with apparel that is appropriate for all weather conditions.
• Maintain a range of healthful foods in business cafeterias, kitchens, and vending machines.
• Maintain workspaces adequately, particularly those where workers spend extended periods of time, such as desks and production lines. Maintain acceptable air quality, conduct DSE assessments, and take action to improve these spaces.

Maslow’s Hierarchy Level 2: Safety Needs

After an individual's physiological needs have been met, the safety needs, which are situated at the second level of Maslow's hierarchy, become relevant. Safety needs are primarily concerned with the prevention of harm and the fulfillment of an inherent demand for personal control and predictability in our daily existence. Safety needs to encompass the following:

• Protection from the elements and danger (e.g., shelter, clothing, PPE)
  
  
  
• Peace of mind and freedom from fear
• Job security and/or a means of income
• Legal protection
• Financial safety (having a steady income to provide for oneself)
• Security against accident, sickness, and injury both at work and at home

At this level, individuals commonly encounter various demands, including the need for personal safety within their residential or occupational environment, the need for assurance for the protection of their family members in their absence, and the need for financial stability through sufficient resources to meet fundamental requirements such as sustenance and hydration. After satisfying the basic requirements, individuals will progress to more intricate demands.

What can managers do to motivate employees who have a need for safety?

• Provide a safe and secure work environment with clear norms and duties, and maintain proper workplace security.
• Ensure that employees understand they can be there for their families without fear of being judged or facing negative consequences; this may include family-friendly policies such as time off for emergencies, birthdays, flexible working hours, and other benefits.
• Managers should implement new policies regarding safety and well-being, harassment, bullying, and equitable pay.
• Consider including health insurance in employee benefits packages.
• Ensure that all staff receive health and safety training and are empowered to speak out when things aren't going as they should.
• Ensure that they are not overworking their employees and that they are paid a good living salary so that they can provide for themselves and their families.
• Making certain that employees are paid on time so that they can handle their funds appropriately.

The psychological needs (Levels 3–4)

Maslow’s Hierarchy Level 3: Social Needs

When we have met our safety needs, we rapidly become conscious of the need to meet our social wants, which include feeling near people, interpersonal interactions, and a sense of belonging. This level is frequently referred to as being about love and belonging. Specific societal requirements include:

• A need for friendship: We need close friends and individuals we can trust because of our
  
  
  social psychology. We also need to be liked and welcomed.
• One of our most basic psychological wants is a sense of belonging, which we might satisfy by joining organizations and clubs or making friends with people who have similar interests.
• A feeling of affection or love: This describes the experience of having other people adore or cherish you.
• A requirement for family ties: A strong sense of belonging to a family is frequently important and intimately associated with love.
• The most common need that most people are aware of is the urge to be liked. People typically want to be liked and seen favourably.

Isolation, anxiety, and despair are all undesirable states for a person, which is where social needs come into play. When these needs are not met, it is common for a person's psychological well-being to deteriorate.

What can managers do to motivate workers who have social needs?

• Plan and organize activities for employees to participate in at work or outside of the office. Exercises might be as simple as going out to lunch with coworkers, going out for coffee after work, or going for a midday walk and conversation.
• Hold team-building exercises in and out of the workplace, where people are encouraged to bond through social activities like outings and games.
• Involve your employees' families in work activities and endeavor to create a community around the company.
• Maintain a company newsletter that distributes information and fosters a sense of community; a newsletter is an easy method to spread motivational material, even across several sites, and provide personnel with a sense of direction.

We rarely speak of love in business as leaders, and I believe we're doing it incorrectly! Maslow stated:

"We must understand love; we must be able to teach it, create it, and predict it, or else the world is lost to hostility and suspicion." Maslow's Hierarchy

Steve Farber has written an excellent book on leadership and love. He writes in his book "Love is just damn good business" that if we can make love an important part of business culture, staff and customers will begin to feel genuinely valued. (Farber, 2023)

It appears that he agrees with Maslow; by addressing the need for love, you can create people who are more loyal, imaginative, creative, and inspired, which correlates to a better customer experience.

Maslow’s Hierarchy Level 4: Esteem needs

Once individuals have satisfied their social requirements, they often have a need to meet their esteem needs. The concept of self-esteem pertains to an individual's perception of their own value and is often associated with their capacity to meet personal expectations or standards in various aspects of life.

Esteem needs to encompass:

• The experience of possessing a sense of competence or mastery in relation to one's surroundings, such as successfully completing a work project or achieving success in an athletic endeavor

• The importance of self-esteem: An individual's perception of their own value is commonly derived from their capacity to meet their personal expectations or standards in a certain aspect.

• acknowledgment in the workplace, domestic sphere, or broader societal context.

• The human inclination to seek a sense of indispensability or importance within social contexts is exemplified by the aspiration to be recognized as an authority.

• The necessity for autonomy and independence refers to an individual's inclination to act in accordance with their own volition, free from external directives dictating their behavior.

What can managers do to motivate employees who have low self-esteem?

• Provide a demanding job with advancement chances that fit the employee's talents and abilities.
• Employees should be given responsibility for projects or tasks that will help them gain experience, skills, and self-confidence.
• Put employees in situations that are above their skills; the manager's responsibility is to develop them and assist them by going at the appropriate speed for them.

These tactics can effectively address fears by creating an environment that fosters a sense of competence and enables individuals to meet both external and internal expectations.

The self-fulfillment needs (Level 5)

Maslow’s Hierarchy Level 5: Self-actualization needs

Upon the satisfaction of the four tiers within Maslow's hierarchy and the attainment of esteem requirements, individuals may progress towards the apex of Maslow's motivational pyramid, wherever self-actualization needs reside.

Self-actualization refers to the inherent inclination within human nature to strive towards the realization of one's full potential. According to Abraham Maslow, self-actualization can be described as the inherent aspiration to achieve personal fulfillment and to continually develop one's true potential and capabilities.

Self-fulfillment refers to the inherent human aspiration to satisfy one's individual growth requirements and attain the highest level of personal development. The requirements for self-actualization encompass:

• The inherent human inclination for appreciation and recognition entails an individual's yearning for external validation and acknowledgment of their achievements by others.
• The necessity for creativity pertains to the enhancement of talents and the generation of novel ideas or solutions.
• The desire for personal development entails the motivation to expand one's understanding of oneself through engaging in novel experiences or acquiring skills that enhance self-confidence.

In order to achieve self-actualization, it is imperative to acknowledge and address one's personal shortcomings with the intention of self-improvement. Managers have the potential to facilitate personal growth and enhance self-awareness among individuals, fostering a greater acceptance of their limitations.

The cultivation of self-awareness is a fundamental component found in various effective learning and development initiatives, particularly those focused on leadership development, management training, and emotional intelligence courses.

Only those who have a clear understanding of their own personal strengths and weaknesses can engage in the process of self-development effectively. 

The attainment of self-actualization demands is commonly limited to a minority of individuals, primarily due to the scarcity of certain skills, particularly those classified as soft skills. Achieving self-actualization is generally challenging for individuals until their other demands are partially or fully met.

What strategies may managers apply to enhance employee motivation in relation to self-actualization needs?

• Provide avenues for professional development and advancement.

• Facilitate the availability of self-help literature, scholarly papers, and instructional films pertaining to subjects aligned with the employees' own interests. One potential option to be considered is the utilization of a learning management system that incorporates a comprehensive repository of self-help resources.

• Grant employees the opportunity to take time off from their professional duties in order to participate in educational courses or workshops that are essential for their job responsibilities.

• It is imperative to endeavor to comprehend an individual's overarching objectives and offer an assessment of their progress towards self-actualization while adopting a coaching approach rather than a directive one, providing help as needed.

• Assist in navigating challenging decisions by offering a non-judgmental platform for individuals to express their thoughts and considerations, facilitating the process of reaching a final decision regarding their subsequent course of action.

How to apply Maslow’s Hierarchy of Needs in the workplace

Maslow's theory can be a useful tool for understanding the needs of employees and providing a structured approach to motivate them to engage in positive discretionary behavior, which is defined as voluntary actions driven by personal want rather than obligation, if one assumes the role of a manager or leader overseeing a group of people. 

Maslow's hierarchy of needs demonstrates the innate inclination of individuals to achieve self-actualization, a state in which they are able to fully utilize their talents and capacities.

The primary objective of a manager or leader should be to effectively address the various requirements of their subordinates, as this is a crucial factor in fostering motivation and facilitating optimal performance.

Conclusion

Abraham Maslow's Hierarchy of Needs provides a valuable framework for effectively managing individuals based on their inherent human needs.

The utilization of Maslow's hierarchy of needs in both strategic and operational planning by leaders and managers can effectively contribute to the establishment of a favorable work environment and the enhancement of employee motivation.

References.

1 . Channell, M., 2023. TWS Training. [Online]
Available at: https://www.tsw.co.uk/blog/leadership-and-management/maslows-hierarchy-of-needs/

2. Farber, S., 2023. Love is Just Damn Good Business: Do What You Love in the Service of People Who Love What You Do (Business Books) Hardcover[Online]
Available at: https://www.amazon.co.uk/Love-Just-Damn-Good-Business/dp/1260441229?crid=2B3VU9EWXPQEW&keywords=love+is+just+damn+good+business&qid=1664540372&qu=eyJxc2MiOiIwLjAwIiwicXNhIjoiMC4wMCIsInFzcCI6IjAuMDAifQ%3D%3D&sprefix=love+is+just+damn+good+busines, aps,109&s
[Accessed 18 Aug. 2019].

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4. https://en.wikipedia.org/wiki/Abraham_Maslow

5. https://managementisajourney.com/intrinsic-rewards-youll-need-more-than-money-and-benefits/

6. https://www.ripublication.com/gjmbs_spl/gjmbsv3n10_03.pdf

7. https://upload.wikimedia.org/wikipedia/en/thumb/e/e0/Abraham_Maslow.jpg/220px-Abraham_Maslow.jpg

8. https://images.ctfassets.net/pdf29us7flmy/5DmjqTuW3FuMY4Hbtm8Xj0/6e4607bb76080f18663f19ecd6adaafc/maslow-s-hierarchy-of-needs-new.png?w=720&q=100&fm=avif

9. https://www.tsw.co.uk/blog/leadership-and-management/maslows-hierarchy-of-needs/