Maslows Hierarchy of Needs - Coursework Example

Maslow’s Hierarchy of Needs Introduction Abraham Maslow has set forth essential elements which are now being used in most employer-employee managerial settings. These principles are based on principles of human motivation which Maslow believes are crucial requirements in the workplace. This paper shall discuss Maslow’s Hierarchy of Needs. It shall discuss how this theory can be used by leaders to manage employees effectively in the workplace. Examples shall be used to illustrate this discussion. This topic is being discussed in the hope of coming up with an academic and scholarly understanding of the subject matter. Discussion Maslow’s Hierarchy of Needs Maslow’s initial discussion of his hierarchy of needs set forth that people have an innate urge to satisfy their basic needs first before moving on to their other needs (Cherry, 2010). These needs are often demonstrated through a pyramid with the lower levels being the most basic needs and the more complex needs at the very top of the pyramid. The basic needs at the bottom of the pyramid include man’s basic survival needs like water, food, clothing, shelter, and warmth (Cherry, 2010). When these needs can be satisfied by man, he can then move on to the fulfillment of the second level of needs, like that of safety and security. Moving on up the pyramid makes the needs more psychological and social, including needs which relate to love and intimacy or personal esteem and a sense of accomplishment or self-actualization (Cherry, 2010). The first need which has to be fulfilled under Maslow’s Hierarchy of Needs is called the physiological needs. Physiological needs are man’s most basic needs for survival. Maslow believes that these are the most instinctive needs in the hierarchy and man is driven to fulfill these needs first before he can move on to fulfilling his other needs (Cherry, 2010). Security needs come next in the hierarchy. These needs include needs for safety and security like that of fulfilling desire for steady work, acquiring health insurance, and living in safe neighborhoods (Cherry, 2010). Social needs include needs of belonging and affection. These needs are often fulfilled through friendships, romantic involvements, family relationships, and joining in social, religious, and community groups (Cherry, 2010). Esteem needs follow after the first three needs are satisfied. These are needs which fill in a person’s desire to gain more self-esteem, personal growth, social recognition, and accomplishment (Cherry, 2010). Last but not least, at the top of Maslow’s hierarchy of needs is the need for self-actualization. It is essentially about finding self-fulfillment and realizing one’s potential (Huitt, 2004). According to Maslow, gaining self-actualization is a continuing process. At one point, a person may indeed reach self-actualization when some of his goals are fulfilled. However, in instances when a person seeks to fulfill some other goal, then the process of achieving self-actualization starts up yet again. People who seek self-actualization are often involved in causes outside their own skin (Huitt, 2004). They are often dedicated to something which is valuable to them – like a calling or a vocation and this person often asks himself what he can become apart from what he can physically fulfill or accomplish (Huitt, 2004). Application to Leaders in the management of employees Maslow’s hierarchy of needs can be used by leaders in order to effectively manage employees in the workplace. By first fulfilling the most basic needs of the employees and then giving them opportunities to fulfill their other needs as well, the employees would more likely be more productive in their work and consequently help the company become more productive. In a paper by Benson and Dundis (2003), the authors sought to assess the application of Maslow’s Hierarchy of Needs model in meeting the challenges of understanding and motivating employees in the health care industry. The study set forth that the issues in health care are growing at an accelerated pace and these issues imply the need for changes in the workplace. And in order to keep up with these changes, there is a need to also increase the pace of training, personalization, and fear of the unknown (Benson & Dundis, 2003). The authors propose that the Maslow model is an effective means of coping with these challenges in terms of universal individual needs. After their assessment, the authors concluded that in order to help employees meet the demands of the workplace, employees need to feel secure, needed, and appreciated in the workplace (Benson & Dundis, 2003). Leaders, therefore, have to consider the needs of their employees coupled with the new technology which often makes it difficult for employees to meet these needs. By providing the training to their employees to meet these needs, improved employee motivation and commitment is actually more possible (Benson & Dundis, 2003). In a paper by Betz (1983), the author set out to conduct a two-part test of Maslow’s theory of human motivation, assessing two relationships: first, the relationship between need importance and need deficiencies; and second the relationship between need deficiencies and life satisfaction (Betz, 1983). The study respondents included women college graduates in three types of occupations: professional-managerial, clerical-sales, and homemaking. In the first group, the differences in actual deficiencies did not lend credence to the supposition that need importance is negatively related to need deficiencies; however, based on the rankings in deficiencies for the three groups of respondents, need importance was negatively related to need deficiencies. In the second study, findings were more consistent with Maslow’s theory as a significant relationship was found between life satisfaction and need fulfillment. These were actually consistent for careers of women where need satisfaction led to a better life satisfaction. A discussion by Brenner (1999) sets forth the importance of applying Maslow’s Hierarchy of needs in the workplace. He discusses that workplace design can support self-fulfillment through provisions of different types of spaces in which to work. Private cubicles or enclaves are workplaces where people often go to be alone (Brenner, 1999). Dedicated project spaces, on the other hand serves to provide a space where teams can leave information out so these can easily be shared with the other team members. This work space can also provide spatial memory and an area where persistent information can be shared (Brenner, 1999). By providing casual spaces for groups located near individual workspaces, quick ad hoc meetings can be made possible in the workplace. And by making room for social spaces and comfortable surroundings, reflection and conversation within the workplace is made possible (Brenner, 1999). The very point which Maslow seeks to emphasize is the fact that, it is important for the culture of an organization to support the individual employee’s need for self-fulfillment. And when they are supported in such an endeavor, they feel that they are trusted; consequently, they perform better in their work (Brenner, 1999). Some managers and leaders point out that by creating a better work space, one that caters to the needs of the employees, they also open the door to attracting better workers. In fact, some companies are making use of their workplaces in order to retain their most valued employees. In so doing, the company is actually able to retain its intellectual and social capital (Brenner, 1999). These companies rightly treat their workplaces as physical assets and as part of the corporate culture which sustains their employees and propels them into action and interaction. Brenner (1999, p. 5) points out that “the workplace can touch us at our most basic needs, as well as encourage our boundaries by inspiring us emotionally and intellectually”. In a paper by Trexler and Schuh (2004), the authors distributed questionnaires assessing perceived deficiencies from an experimental group of 103 military males and a civilian control group (with both male and female respondents) over a 9-week period. The data gathered was assessed in order to evaluate the applicability of the concept of a hierarchy of need levels in the subject respondents. The study revealed no significant experimental-control differences until deprivation was seen in the experimental group. Also, the more time spent in a deprived environment, the perceived need satisfaction displayed lower results for the experimental group (Trexler, 2004). This study confirmed the importance of need level hierarchy based on the satisfaction ratios between need levels in the experimental group. It confirmed the fact that there is a direct relationship between the sustenance of needs and the degree and level of satisfaction which is experienced by a person. Conclusion Maslow’s hierarchy of needs starts off with the most basic physiological needs, followed by security and safety needs. This is then followed by social needs like that of friendship and intimacy. Esteem needs follow and finally, this hierarchy is capped off by the self-actualization needs. In the workplace, managers can make use of Maslow’s hierarchy by first ensuring that the most basic and other needs of the employee in the hierarchy are fulfilled. By fulfilling these needs, an employee’s work performance can be improved and the company’s future can be ensured. Works Cited Benson, S. & Dundis, S. (2003) Understanding and motivating health care employees: integrating Maslows hierarchy of needs, training and technology. Journal of Nursing Management, 11(5), pp. 315-320 Betz, E. (1983) Two tests of Maslows theory of need fulfillment. Journal of Vocational Behavior, 24(2), pp. 204-220 Brenner, P. (1999) Motivating Knowledge Workers: The Role of the Workplace. Steelcase. Retrieved 28 May 2010 from http://www.steelcase.com/Files/5d43e0d75b514281be2b947801c23ef9.pdf Cherry, K. (2010) Hierarchy of Needs: The Five Levels of Maslows Hierarchy of Needs. About.com. Retrieved 28 May 2010 from http://psychology.about.com/od/theoriesofpersonality/a/hierarchyneeds.htm Huitt, W. (2004) Maslows Hierarchy of Needs. Ways Ahead. Retrieved 28 May 2010 from http://ways-ahead.net/meditation/037-2-Maslow.pdf Trexler, J. & Schuh, A. (2004) Personality dynamics in a military training command and its relationship to Maslows motivation hierarchy. Journal of Vocational Behavior, 1(3) pp. 245-253 Read More