{"id":162,"date":"2018-09-24T14:51:12","date_gmt":"2018-09-24T14:51:12","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/suny-osintrobus\/chapter\/maslows-hierarchy-of-needs\/"},"modified":"2018-10-10T18:32:22","modified_gmt":"2018-10-10T18:32:22","slug":"maslows-hierarchy-of-needs","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/suny-osintrobus\/chapter\/maslows-hierarchy-of-needs\/","title":{"raw":"Maslow's Hierarchy of Needs","rendered":"Maslow’s Hierarchy of Needs"},"content":{"raw":"
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  1. What is Maslow\u2019s hierarchy of needs, and how do these needs relate to employee motivation?<\/li>\r\n<\/ol>\r\n

    Another well-known theorist from the behavioral era of management history, psychologist Abraham Maslow<\/span>, proposed a theory of motivation based on universal human needs. Maslow<\/span> believed that each individual has a hierarchy of needs, consisting of physiological, safety, social, esteem, and self-actualization needs, as shown in (Figure<\/a>)<\/strong>.<\/p>\r\n

    Maslow<\/span>\u2019s theory of motivation contends that people act to satisfy their unmet needs. When you\u2019re hungry, for instance, you look for and eat food, thus satisfying a basic physiological need. Once a need is satisfied, its importance to the individual diminishes, and a higher-level need is more likely to motivate the person.<\/p>\r\n

    According to Maslow\u2019s hierarchy of needs<\/strong>, the most basic human needs are physiological needs, that is, the needs for food, shelter, and clothing. In large part, it is the physiological needs that motivate a person to find a job. People need to earn money to provide food, shelter, and clothing for themselves and their families. Once people have met these basic needs, they reach the second level in Maslow<\/span>\u2019s hierarchy, which is safety needs. People need to feel secure, to be protected from physical harm, and to avoid the unexpected. In work terms, they need job security and protection from work hazards.<\/p>\r\n\r\n

    \r\n\r\n[caption id=\"\" align=\"aligncenter\" width=\"1571\"]\"The Exhibit 9.4 <\/strong>Maslow\u2019s Hierarchy of Needs (Attribution: Copyright Rice University, OpenStax, under CC BY 4.0 license.)[\/caption]\r\n\r\n<\/div>\r\n

    Physiological needs and safety are physical needs. Once these are satisfied, individuals focus on needs that involve relationships with other people. At Maslow\u2019s third level are social needs, or needs for belonging (acceptance by others) and for giving and receiving friendship and love. Informal social groups on and off the job help people satisfy these needs. At the fourth level in Maslow<\/span>\u2019s hierarchy are esteem needs, which are needs for the respect of others and for a sense of accomplishment and achievement. Satisfaction of these needs is reflected in feelings of self-worth. Praise and recognition from managers and others in the firm contribute to the sense of self-worth. Finally, at the highest level in Maslow<\/span>\u2019s hierarchy are self-actualization needs, or needs for fulfillment, for living up to one\u2019s potential, and for using one\u2019s abilities to the utmost. In order to give you a better understanding of how Maslow<\/span>\u2019s hierarchy applies in the real business world, let\u2019s look at a detailed example about Wegmans<\/span> supermarkets. When you think of your first-choice job, you probably aren\u2019t thinking about working in a supermarket. With grueling hours, low pay, and annual turnover often approaching 100 percent, supermarkets are generally not considered the best places to work\u2014unless you work at Wegmans<\/span>, which has been on Fortune<\/span><\/em>\u2019s \u201cBest Company to Work For\u201d every year since the list started, earning Wegmans a spot on Fortune\u2019<\/span><\/em>s \u201cGreat Place to Work Legends\u201d list.<\/em><\/p>\r\n

    Part of what makes Wegmans<\/span> successful is the company\u2019s attention to its employees\u2019 needs at all levels of Maslow<\/span>\u2019s hierarchy. The company pays above-market wages (the sous chef at a Pittsburgh store used to work for Thomas Keller\u2019s French Laundry in Napa Valley, and talent like that doesn\u2019t come cheap), and until 2003, Wegmans<\/span> paid 100 percent of its employees\u2019 medical insurance premiums (physiological needs<\/em>). Wegmans<\/span>\u2019 most comparable competitor has a turnover rate of about 19 percent, which doesn\u2019t even come close to Wegmans<\/span>\u2019 5 percent. More than half of Wegmans<\/span>\u2019 store managers began working there in their teens (safety needs<\/em>).<\/p>\r\n

    Because employees stay so long, the Wegmans<\/span> culture has become stronger and more ingrained over time. Edward McLaughlin, director of Cornell\u2019s Food Industry Management Program, says, \u201cWhen you\u2019re a 16-year-old kid, the last thing you want to do is wear a geeky shirt and work for a supermarket. But at Wegmans<\/span>, it\u2019s a badge of honor. You are not a geeky cashier. You are part of the social fabric,\u201d (social needs<\/em>).[footnote]\u201cWegmans Food Markets #2,\u201d Fortune, http:\/\/fortune.com, accessed October 30, 2017; \u201c20th Year in a Row: Fortune Names Wegmans One of 2017 Fortune 100 Best Companies to Work For, Ranking #2,\u201d https:\/\/www.wegmans.com, March 9, 2017; Claire Zillman, \u201cSecrets from Best Companies All Stars,\u201d Fortune, http:\/\/fortune.com, March 9, 2017; Matthew Boyle, \u201cThe Wegmans Way,\u201d Fortune, January 24, 2005, pp. 62\u201368.[\/footnote] Sara Goggins, a 19-year-old college student, was recently complimented on the display she helped prepare for the store\u2019s French-inspired patisserie\u2014by Danny Wegman himself (esteem needs<\/em>). Sara keeps a photo of her and Danny Wegman behind the counter. Maria Benjamin used to bake \u201cchocolate meatball cookies\u201d to celebrate coworkers\u2019 birthdays. They were so popular that she asked Danny Wegman if the store would sell them in the bakery department. He said yes, and it did. Employees like Sara and Maria are routinely recognized for their contributions to the company (esteem needs<\/em>). Wegmans<\/span> has spent over $54 million for college scholarships to more than 17,500 full- and part-time employees over the past 20 years. Top management thinks nothing of sending store department managers on training expeditions. A cheese manager might take a 10-day trip to visit and study cheesemakers in London, Paris, and Italy; a wine manager might take a company-sponsored trip through the Napa Valley (self-actualization needs<\/em>).[footnote]Ibid.[\/footnote] As you can see from this extended example, Wegmans<\/span> works hard to meet its employees\u2019 needs at all levels.<\/p>\r\n

    Maslow<\/span>\u2019s theory is not without criticism, however. Maslow<\/span> claimed that a higher-level need was not activated until a lower-level need was met. He also claimed that a satisfied need is not a motivator. A farmer who has plenty to eat is not motivated by more food (the physiological hunger need). Research has not verified these principles in any strict sense. The theory also concentrates on moving up the hierarchy without fully addressing moving back down the hierarchy. Despite these limitations, Maslow\u2019s ideas are very helpful for understanding the needs of people at work and for determining what can be done to satisfy them.<\/p>\r\n\r\n

    \r\n

    Key Takeaways<\/h3>\r\n
    \r\n
      \r\n \t
    1. What is Maslow\u2019s hierarchy of needs, and how does it help in understanding human motivation?<\/li>\r\n \t
    2. What are some criticisms of Maslow\u2019s hierarchy?<\/li>\r\n<\/ol>\r\n<\/div>\r\n<\/div>\r\nSummary of Learning Outcomes<\/span>\r\n
      \r\n
        \r\n \t
      1. What is Maslow\u2019s hierarchy of needs, and how do these needs relate to employee motivation?<\/li>\r\n<\/ol>\r\n

        Maslow believed that each individual has a hierarchy of needs, consisting of physiological, safety, social, esteem, and self-actualization needs. Managers who accept Maslow\u2019s ideas attempt to increase employee motivation by modifying organizational and managerial practices to increase the likelihood that employees will meet all levels of needs. Maslow\u2019s theory has also helped managers understand that it is hard to motivate people by appealing to already-satisfied needs.<\/p>\r\n\r\n<\/div>\r\n

        \r\n

        Glossary<\/h3>\r\n
        \r\n \t
        Maslow\u2019s hierarchy of needs<\/dt>\r\n \t
        A theory of motivation developed by Abraham Maslow; holds that humans have five levels of needs and act to satisfy their unmet needs. At the base of the hierarchy are fundamental physiological needs, followed in order by safety, social, esteem, and self-actualization needs.<\/dd>\r\n<\/dl>\r\n<\/div>","rendered":"
          \n
        1. What is Maslow\u2019s hierarchy of needs, and how do these needs relate to employee motivation?<\/li>\n<\/ol>\n

          Another well-known theorist from the behavioral era of management history, psychologist Abraham Maslow<\/span>, proposed a theory of motivation based on universal human needs. Maslow<\/span> believed that each individual has a hierarchy of needs, consisting of physiological, safety, social, esteem, and self-actualization needs, as shown in (Figure<\/a>)<\/strong>.<\/p>\n

          Maslow<\/span>\u2019s theory of motivation contends that people act to satisfy their unmet needs. When you\u2019re hungry, for instance, you look for and eat food, thus satisfying a basic physiological need. Once a need is satisfied, its importance to the individual diminishes, and a higher-level need is more likely to motivate the person.<\/p>\n

          According to Maslow\u2019s hierarchy of needs<\/strong>, the most basic human needs are physiological needs, that is, the needs for food, shelter, and clothing. In large part, it is the physiological needs that motivate a person to find a job. People need to earn money to provide food, shelter, and clothing for themselves and their families. Once people have met these basic needs, they reach the second level in Maslow<\/span>\u2019s hierarchy, which is safety needs. People need to feel secure, to be protected from physical harm, and to avoid the unexpected. In work terms, they need job security and protection from work hazards.<\/p>\n

          \n
          \"The<\/p>\n

          Exhibit 9.4 <\/strong>Maslow\u2019s Hierarchy of Needs (Attribution: Copyright Rice University, OpenStax, under CC BY 4.0 license.)<\/p>\n<\/div>\n<\/div>\n

          Physiological needs and safety are physical needs. Once these are satisfied, individuals focus on needs that involve relationships with other people. At Maslow\u2019s third level are social needs, or needs for belonging (acceptance by others) and for giving and receiving friendship and love. Informal social groups on and off the job help people satisfy these needs. At the fourth level in Maslow<\/span>\u2019s hierarchy are esteem needs, which are needs for the respect of others and for a sense of accomplishment and achievement. Satisfaction of these needs is reflected in feelings of self-worth. Praise and recognition from managers and others in the firm contribute to the sense of self-worth. Finally, at the highest level in Maslow<\/span>\u2019s hierarchy are self-actualization needs, or needs for fulfillment, for living up to one\u2019s potential, and for using one\u2019s abilities to the utmost. In order to give you a better understanding of how Maslow<\/span>\u2019s hierarchy applies in the real business world, let\u2019s look at a detailed example about Wegmans<\/span> supermarkets. When you think of your first-choice job, you probably aren\u2019t thinking about working in a supermarket. With grueling hours, low pay, and annual turnover often approaching 100 percent, supermarkets are generally not considered the best places to work\u2014unless you work at Wegmans<\/span>, which has been on Fortune<\/span><\/em>\u2019s \u201cBest Company to Work For\u201d every year since the list started, earning Wegmans a spot on Fortune\u2019<\/span><\/em>s \u201cGreat Place to Work Legends\u201d list.<\/em><\/p>\n

          Part of what makes Wegmans<\/span> successful is the company\u2019s attention to its employees\u2019 needs at all levels of Maslow<\/span>\u2019s hierarchy. The company pays above-market wages (the sous chef at a Pittsburgh store used to work for Thomas Keller\u2019s French Laundry in Napa Valley, and talent like that doesn\u2019t come cheap), and until 2003, Wegmans<\/span> paid 100 percent of its employees\u2019 medical insurance premiums (physiological needs<\/em>). Wegmans<\/span>\u2019 most comparable competitor has a turnover rate of about 19 percent, which doesn\u2019t even come close to Wegmans<\/span>\u2019 5 percent. More than half of Wegmans<\/span>\u2019 store managers began working there in their teens (safety needs<\/em>).<\/p>\n

          Because employees stay so long, the Wegmans<\/span> culture has become stronger and more ingrained over time. Edward McLaughlin, director of Cornell\u2019s Food Industry Management Program, says, \u201cWhen you\u2019re a 16-year-old kid, the last thing you want to do is wear a geeky shirt and work for a supermarket. But at Wegmans<\/span>, it\u2019s a badge of honor. You are not a geeky cashier. You are part of the social fabric,\u201d (social needs<\/em>).[1]<\/sup><\/a> Sara Goggins, a 19-year-old college student, was recently complimented on the display she helped prepare for the store\u2019s French-inspired patisserie\u2014by Danny Wegman himself (esteem needs<\/em>). Sara keeps a photo of her and Danny Wegman behind the counter. Maria Benjamin used to bake \u201cchocolate meatball cookies\u201d to celebrate coworkers\u2019 birthdays. They were so popular that she asked Danny Wegman if the store would sell them in the bakery department. He said yes, and it did. Employees like Sara and Maria are routinely recognized for their contributions to the company (esteem needs<\/em>). Wegmans<\/span> has spent over $54 million for college scholarships to more than 17,500 full- and part-time employees over the past 20 years. Top management thinks nothing of sending store department managers on training expeditions. A cheese manager might take a 10-day trip to visit and study cheesemakers in London, Paris, and Italy; a wine manager might take a company-sponsored trip through the Napa Valley (self-actualization needs<\/em>).[2]<\/sup><\/a> As you can see from this extended example, Wegmans<\/span> works hard to meet its employees\u2019 needs at all levels.<\/p>\n

          Maslow<\/span>\u2019s theory is not without criticism, however. Maslow<\/span> claimed that a higher-level need was not activated until a lower-level need was met. He also claimed that a satisfied need is not a motivator. A farmer who has plenty to eat is not motivated by more food (the physiological hunger need). Research has not verified these principles in any strict sense. The theory also concentrates on moving up the hierarchy without fully addressing moving back down the hierarchy. Despite these limitations, Maslow\u2019s ideas are very helpful for understanding the needs of people at work and for determining what can be done to satisfy them.<\/p>\n

          \n

          Key Takeaways<\/h3>\n
          \n
            \n
          1. What is Maslow\u2019s hierarchy of needs, and how does it help in understanding human motivation?<\/li>\n
          2. What are some criticisms of Maslow\u2019s hierarchy?<\/li>\n<\/ol>\n<\/div>\n<\/div>\n

            Summary of Learning Outcomes<\/span><\/p>\n

            \n
              \n
            1. What is Maslow\u2019s hierarchy of needs, and how do these needs relate to employee motivation?<\/li>\n<\/ol>\n

              Maslow believed that each individual has a hierarchy of needs, consisting of physiological, safety, social, esteem, and self-actualization needs. Managers who accept Maslow\u2019s ideas attempt to increase employee motivation by modifying organizational and managerial practices to increase the likelihood that employees will meet all levels of needs. Maslow\u2019s theory has also helped managers understand that it is hard to motivate people by appealing to already-satisfied needs.<\/p>\n<\/div>\n

              \n

              Glossary<\/h3>\n
              \n
              Maslow\u2019s hierarchy of needs<\/dt>\n
              A theory of motivation developed by Abraham Maslow; holds that humans have five levels of needs and act to satisfy their unmet needs. At the base of the hierarchy are fundamental physiological needs, followed in order by safety, social, esteem, and self-actualization needs.<\/dd>\n<\/dl>\n<\/div>\n\n\t\t\t
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              Candela Citations<\/h3>\n\t\t\t\t\t
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              CC licensed content, Shared previously<\/div>