Maslows hierarchy of needs

Each of us is motivated by needs. Our most basic needs are inborn, having evolved over tens of thousands of years. Abraham Maslow's Hierarchy of Needs helps to explain how these needs motivate us all.

Maslow's Hierarchy of Needs states that we must satisfy each need in turn, starting with the first, which deals with the most obvious needs for survival itself.

Only when the lower order needs of physical and emotional well-being are satisfied are we concerned with the higher order needs of influence and personal development.

Conversely, if the things that satisfy our lower order needs are swept away, we are no longer concerned about the maintenance of our higher order needs.

Maslow's original Hierarchy of Needs model was developed between 1943-1954, and first widely published in Motivation and Personality in 1954. At this time the Hierarchy of Needs model comprised five needs. This original version remains for most people the definitive Hierarchy of Needs. Maslow said that needs must be satisfied in the given order. Aims and drive always shift to next higher order needs. Levels 1 to 4 are deficiency motivators; level 5, and by implication 6 to 8, are growth motivators and relatively rarely found. The thwarting of needs is usually a cause of stress, and is particularly so at level 4.

Examples in use:

You can't motivate someone to achieve their sales target (level 4) when they're having problems with their marriage (level 3).

You can't expect someone to work as a team member (level 3) when they're having their house re-possessed (level 2). Maslow's work and ideas extend far beyond the Hierarchy of Needs.

Maslow's concept of self-actualisation relates directly to the present day challenges and opportunities for employers and organisations - to provide real meaning, purpose and true personal development for their employees. For life - not just for work.

Maslow saw these issues fifty years ago: the fact that employees have a basic human need and a right to strive for self-actualisation, just as much as the corporate directors and owners do.

Increasingly, the successful organisations and employers will be those who genuinely care about, understand, encourage and enable their people's personal growth towards self-actualisation - way beyond traditional work-related training and development, and of course way beyond old-style X-Theory management autocracy, which still forms the basis of much organised employment today.

The best modern employers and organisations are beginning to learn at last: that sustainable success is built on a serious and compassionate commitment to helping people identify, pursue and reach their own personal unique potential.

When people grow as people, they automatically become more effective and valuable as employees.

In fact virtually all personal growth, whether in a hobby, a special talent or interest, or a new experience, produces new skills, attributes, behaviours and wisdom that is directly transferable to any sort of job role.

The best modern employers recognise this and as such offer development support to their staff in any direction whatsoever that the person seeks to grow and become more fulfilled. Different types of theory {HRM}

by V S Rama Rao on February 2, 2011

Evaluation of the theory:

Maslows model provides a rich and comprehensive view of human needs. It helps to explain why people behave differently why some needs are motivating up to stage what factors need to be looked into by managers when they want to inspire their subordinates etc. It is small wonder that the theory has received wide recognition particularly among practicing managers. This can be attributed to the theorys intuitive logic and ease of understanding. Proposition such as: a satisfied need is not a motivator of behavior lower order have to be met first before trying to fulfill higher order needs have found universal acceptance . Research in under developed countries indicated the fact that workers give top priority to lower order needs ad expect managers to take care of these.

Despite the societal popularity, Maslows model has been criticized on several grounds:

It is an unstable theory: Empirical support to Maslows propositions (unsatisfied needs motivate, a satisfied need activates movement to a new need level, need structures are organized along five dimensions people seek growth etc) is poor and inadequate. It is difficult to interpret and operate its concepts. For example, what does dominance of a given need mean? What is the time span for the unfolding of the hierarchy ? etc.

The classification scheme is somewhat superfluous: It is not correct to fit needs into neat water tight compartments. The models are based more on wishes of what man should be rather than what is actually is.

The chain of causation in the hierarchy is also put to attack: There is no definite evidence that one need has been gratified, its strength diminishes. It is also doubtful whether gratification one need automatically activates the next need in the hierarchy .Also, the need hierarchy may not follow the sequence postulated by Maslow. Creative people like painters, singers, and musicians often discount physiological and love needs in favor of self fulfillment needs. Sometimes all needs simultaneously operate within an individual. A person for example, may be hungry and at the same time need friendship and association. Maslows proposition that one need is satisfied at one time is not correct. An individuals behavior at any time is guided by multiplicity of motives though one of them may be most powerful. Thus, Maslows theory fails to explain this phenomenon of multiple motivations in a clear way.