Maslow’s Hierarchy of Needs was first proposed as a theory in 1943 through Abraham Maslow’s paper “A Theory of Human Motivation”. He proposed that there are five levels of human needs, and that the first level must be fulfilled in order for the person to be motivated or able to begin fulfilling the second level, then the third, and so on and so forth. Moving up the hierarchy of needs, the individual becomes increasingly motivated, productive, happier and finally self-actualised, realising their full potential. This theory can provide managers and leaders with an effective way of thinking about the level of motivation of their teams and their resulting productivity towards the organisation.
Through his hierarchy, Maslow explains that it is unlikely for an individual to be motivated to give their utmost at work if other, more basic human needs such as water, safety or respect are not fulfilled. This is due to their mind being driven by thoughts of how to fulfil those, more motivating needs, creating barriers to realising their full potential. Once a level is fulfilled, the individual is no longer motivated by those needs, the next level of needs becomes the driver of motivation.
Physiological Needs
In order to fulfil these employee needs, business owners and managers should consider the physical conditions that their staff are working in. Depending on the nature of the business, you could consider:
- Is food and water provided or at least purchasable?
- Is the space well ventilated or is the air quality good?
- Is the temperature right to ensure they are comfortable?
- Do they have the tools and equipment they need to be comfortable (ex: adequate seating, clothing, etc…)?
Needs for Safety
At this level of needs fulfilment managers should think about reducing the employee’s fears around safety and consistency in their work and lives. This relates both to their conditions at work, but also to the ramifications of their job on their life as a whole. Therefore, you could think about:
- Are your employees well protected from internal and external dangers at work?
- Is their job secure and resulting wage reliable?
- Are expectations of time and productivity realistic?
- Can they prioritise their health or family when needed, without fear of losing their job?
- Are they protected from legal prosecution?
- Is health and safety training provided?
- Are they safe from harassment or bias?
- Does the nature or structure of their work cause threats to their private life? If so, can these be mitigated?
- What are the consequences to the employee when they make a mistake?
Love and Belonging
Once the previous two levels of needs are fulfilled, individuals will feel an increasing need for meaningful social connections. You could consider the following questions in order to assess whether team members are supported in fulfilling this level of needs:
- Are there opportunities for team members to build stronger relationships with each other, such as through events or team building activities?
- Are employees knowledgeable of the greater goal that their work helps fulfil and their value towards the organisation?
- Are they continually informed of other happenings within the organisation, allowing for greater loyalty?
- Are they given opportunities to grow within the business?
- Are there opportunities for staff to involve their families in work-related events?
- Is there a community culture or more of a competitive environment?
Esteem Needs
In the workplace, these needs relate to the overall self-esteem, achievement and recognition that individuals feel in relation to their work. In order to fulfil this level of needs, you as a good leaders could consider:
- Are employees given tasks that are suited to their abilities and that they can realistically achieve success in?
- Are tasks just challenging enough to develop the team member’s skills further, creating opportunities for their professional development?
- Are their successes acknowledged and are they offered recognition or reward for them?
- Are new ideas from team members encouraged, treated respectfully and applied when appropriate?
Self-actualisation
At the top of the hierarchy of needs, team members are most motivated to fulfil their full potential and are able to achieve the greatest productivity. In order to facilitate this level of fulfilment, being an effective leader, you could think about:
- Encouraging team members to recognise their weaknesses in order to work on them and overcome limitations.
- Providing opportunities for training and the development of skills.
- Providing access to materials for personal and professional development.
- Understanding their greater goal in their professional life in order to provide support in getting there.
- Introduce a coaching culture at work.
Conclusion
It is only when considering each level of needs fulfilment that employers can considerably increase their employees’ motivation to be productive in a creative way, developing the organisation further and driving it towards its targets. Maslow’s Hierarchy of Needs is mentioned in the following programmes:
Level 5 Award Certificate in Managing People
Bachelor in Business and Management
Undergraduate Higher Diploma in Business and Management