{"id":9447,"date":"2017-01-17T19:10:57","date_gmt":"2017-01-17T19:10:57","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/masterybusiness2xngcxmasterspring2016\/?post_type=chapter&#038;p=9447"},"modified":"2024-05-07T16:26:15","modified_gmt":"2024-05-07T16:26:15","slug":"maslows-hierarchy-of-needs","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-introductiontobusiness\/chapter\/maslows-hierarchy-of-needs\/","title":{"raw":"Maslow\u2019s Hierarchy of Needs","rendered":"Maslow\u2019s Hierarchy of Needs"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning Outcomes<\/h3>\r\n<ul>\r\n \t<li>List the various levels of needs in Maslow's hierarchy<\/li>\r\n \t<li>Explain the impact that Maslow's levels of needs have on worker motivation<\/li>\r\n<\/ul>\r\n<\/div>\r\nHuman motivation can be defined as the fulfillment of various needs. These needs can encompass a range of human desires, from basic, tangible needs of survival to complex, emotional needs surrounding an individual's psychological well-being.\r\n\r\n<strong>Abraham Maslow<\/strong> was a social psychologist who was interested in a broad spectrum of\u00a0human psychological needs rather than on individual psychological problems. He is best known for\u00a0his\u00a0hierarchy-of-needs theory. Depicted in a pyramid (shown in Figure 1), the theory organizes\u00a0the five different levels of human psychological and physical needs in order of importance.\r\n<div>\r\n\r\n[caption id=\"\" align=\"alignright\" width=\"425\"]<img src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images-archive-read-only\/wp-content\/uploads\/sites\/902\/2015\/02\/23224934\/CNX_Psych_10_01_Maslow.jpg\" alt=\"Maslow\u2019s Hierarchy of Needs. A triangle is divided vertically into five sections with corresponding labels inside and outside of the triangle for each section. From bottom to top, the triangle's sections are labeled: \u201cphysiological\u201d corresponds to \u201cFood, water, shelter, warmth\u201d: \u201csecurity\u201d corresponds to \u201cSafety, employment, assets\u201d: \u201csocial\u201d corresponds to \u201cFamily, friendship, intimacy, belonging\u201d; \u201cesteem\u201d corresponds to \u201cSelf-worth, accomplishment, confidence\u201d; and \u201cself-actualization\u201d corresponds to \u201cInner fulfillment\u201d.\" width=\"425\" height=\"485\" data-media-type=\"image\/jpeg\" \/> Figure 1. Maslow\u2019s hierarchy of needs is illustrated here. In some versions of the pyramid, cognitive and aesthetic needs are also included between esteem and self-actualization. Others include another tier at the top of the pyramid for self-transcendence.[\/caption]\r\n\r\nThe needs in Maslow's hierarchy include physiological needs (food and clothing), safety needs (job security), social needs (friendship), self-esteem, and self-actualization. This hierarchy addressing five needs can be used by managers to better understand employees' motivation and address\u00a0them in ways that lead to high productivity and job satisfaction.\r\n\r\nAt the bottom of the pyramid are the <strong>physiological<\/strong> (or basic) human needs that are required for survival: food, shelter, water, sleep, etc. If these requirements are not met, the body cannot continue to function. Faced with a lack of food, love, and safety, most people would probably consider food to be their most urgent\u00a0need.\r\n\r\nOnce physical needs are satisfied, <strong>security<\/strong> (sometimes referred to as individual safety) takes precedence. Security and safety needs include personal security, financial security, and health and well-being.\u00a0These first two levels are important to the physical survival of the person. Once individuals have basic nutrition, shelter, and safety, they seek to fulfill higher-level needs.\r\n\r\nThe third level of need is <strong>social<\/strong>, which include love and belonging; when individuals have taken care of themselves physically, they can address their need to share and connect with others. Deficiencies at this level, on account of neglect, shunning, ostracism, etc., can impact an individual's ability to form and maintain emotionally significant relationships. Humans need to feel a sense of belonging and acceptance, whether it comes from a large social group or a small network of family and friends. Other sources of social connection\u00a0may be professional organizations, clubs, religious groups, social media sites, and so forth. Humans need to love and be loved (sexually and non-sexually) by others. Without these attachments,\u00a0people can be\u00a0vulnerable to\u00a0psychological difficulties such as loneliness, social anxiety, and depression. These conditions, when severe, can impair\u00a0a person's ability to address\u00a0basic\u00a0physiological needs such as eating and sleeping.\r\n\r\nThe fourth level is <strong>esteem<\/strong>, which represents the normal human desire to be valued and validated by others, through, for example, the recognition\u00a0of success\u00a0or status. This\u00a0level also includes self-esteem, which refers to the regard\u00a0and acceptance one has for oneself. Imbalances at this level can result in low self-esteem or an inferiority complex. People suffering from low self-esteem may find that external validation by others\u2014through fame, glory, accolades, etc.\u2014only partially or temporarily fulfills their needs at this level.\r\n\r\nThe fifth level of the pyramid is <strong>self-actualization<\/strong>. At this stage, people feel that they have reached their full potential and are doing everything they're capable of. Self-actualization is rarely a permanent feeling or state. Rather, it refers to the ongoing need for personal growth and discovery that people have\u00a0throughout their lives. Self-actualization may occur after reaching\u00a0an important goal or overcoming a particular challenge, and it may be marked by a new sense of\u00a0self-confidence or\u00a0contentment.\r\n<div class=\"textbox tryit\">\r\n<h3>Practice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/fa807c76-c732-4409-b89b-62792c3f95d6\r\n\r\n<\/div>\r\n<h2>Hierarchy of Needs and Organizational Theory<\/h2>\r\nMaslow's hierarchy of needs is relevant to organizational theory because both are concerned with\u00a0human motivation.\u00a0Understanding what people need\u2014and how people's needs differ\u2014is an important part\u00a0of effective management. For example, some people work primarily\u00a0for money, but they also like to go\u00a0to work because they enjoy feeling respected by others and appreciated\u00a0for their good work.\r\n\r\nMaslow's hierarchy of needs suggests that if\u00a0a lower need is not met, then the higher ones will be\u00a0ignored. For example, if employees lack job security and are worried that they will be fired, they will be far more concerned about their financial well-being\u00a0and meeting\u00a0lower needs such as paying rent, bills, etc. However, if employees receive adequate\u00a0financial compensation and have job security, meaningful group relationships and praise for good work may be more important motivators.\r\n\r\nCan you think of recent examples of how Maslow\u2019s hierarchy of needs might have affected your behavior at work in some way?\r\n<div class=\"textbox tryit\">\r\n<h3>Practice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/d8071750-e766-43fe-bd92-aa49a736131c\r\n\r\n<\/div>\r\n<\/div>\r\nWhen needs aren't met, employees can become very frustrated. Consequently, managers can work on improving only one need at a given time. For example, if individuals work hard for a promotion and don't get\u00a0the recognition it represents, they may lose motivation and put in less effort. Also, when a need <em>is<\/em> met, it will no longer serve a motivating function\u2014the next level up in the needs hierarchy will become more important.\r\n\r\nFrom a management point of view, keeping one's employees motivated can seem like something of a moving target. <strong>People seldom fit neatly into pyramids or diagrams, and their needs are complicated\u00a0and often change over time.<\/strong>\r\n<div class=\"textbox examples\">\r\n<h3>Maria at Work<\/h3>\r\nMaria is an award-winning long-time employee. In the ten years that she worked for her company, she has always been punctual, does\u00a0high-quality work, and is well liked by her coworkers. Maria has always been engaged with her coworkers and helped mentor new employees. Over the last six months, Jorge noticed that Maria has made a lot mistakes with on-boarding new employees with a mentoring program she helped design. He concludes that Maria is bored with her job and wants to leave, so he decides to use her semiannual performance appraisal, to bring up these matters.\r\n\r\nTo his surprise,\u00a0Jorge learns that Maria's husband lost his job six months ago and, unable to keep up with mortgage payments, the two have been rotating living in their car and at a local hotel. In Jorge's office, Maria shares that she really needs this job, and promises she will improve, but she could use some help mentoring new employees. She asks him if she can train somebody else to do that job for the next six months while she and her husband figure out a new living situation. Jorge listens to her with compassion and helps redefine her priorities with the company.\r\n\r\nJorge notes Maria has moved down on Maslow's needs pyramid and because he wants to be an effective manager, he promises to adapt his motivational approaches he uses with his team. In short, he knows a manager's best strategy is to recognize this complexity and try to remain\u00a0attuned to\u00a0what employees say they need.\r\n\r\n<\/div>","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning Outcomes<\/h3>\n<ul>\n<li>List the various levels of needs in Maslow&#8217;s hierarchy<\/li>\n<li>Explain the impact that Maslow&#8217;s levels of needs have on worker motivation<\/li>\n<\/ul>\n<\/div>\n<p>Human motivation can be defined as the fulfillment of various needs. These needs can encompass a range of human desires, from basic, tangible needs of survival to complex, emotional needs surrounding an individual&#8217;s psychological well-being.<\/p>\n<p><strong>Abraham Maslow<\/strong> was a social psychologist who was interested in a broad spectrum of\u00a0human psychological needs rather than on individual psychological problems. He is best known for\u00a0his\u00a0hierarchy-of-needs theory. Depicted in a pyramid (shown in Figure 1), the theory organizes\u00a0the five different levels of human psychological and physical needs in order of importance.<\/p>\n<div>\n<div style=\"width: 435px\" class=\"wp-caption alignright\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images-archive-read-only\/wp-content\/uploads\/sites\/902\/2015\/02\/23224934\/CNX_Psych_10_01_Maslow.jpg\" alt=\"Maslow\u2019s Hierarchy of Needs. A triangle is divided vertically into five sections with corresponding labels inside and outside of the triangle for each section. From bottom to top, the triangle's sections are labeled: \u201cphysiological\u201d corresponds to \u201cFood, water, shelter, warmth\u201d: \u201csecurity\u201d corresponds to \u201cSafety, employment, assets\u201d: \u201csocial\u201d corresponds to \u201cFamily, friendship, intimacy, belonging\u201d; \u201cesteem\u201d corresponds to \u201cSelf-worth, accomplishment, confidence\u201d; and \u201cself-actualization\u201d corresponds to \u201cInner fulfillment\u201d.\" width=\"425\" height=\"485\" data-media-type=\"image\/jpeg\" \/><\/p>\n<p class=\"wp-caption-text\">Figure 1. Maslow\u2019s hierarchy of needs is illustrated here. In some versions of the pyramid, cognitive and aesthetic needs are also included between esteem and self-actualization. Others include another tier at the top of the pyramid for self-transcendence.<\/p>\n<\/div>\n<p>The needs in Maslow&#8217;s hierarchy include physiological needs (food and clothing), safety needs (job security), social needs (friendship), self-esteem, and self-actualization. This hierarchy addressing five needs can be used by managers to better understand employees&#8217; motivation and address\u00a0them in ways that lead to high productivity and job satisfaction.<\/p>\n<p>At the bottom of the pyramid are the <strong>physiological<\/strong> (or basic) human needs that are required for survival: food, shelter, water, sleep, etc. If these requirements are not met, the body cannot continue to function. Faced with a lack of food, love, and safety, most people would probably consider food to be their most urgent\u00a0need.<\/p>\n<p>Once physical needs are satisfied, <strong>security<\/strong> (sometimes referred to as individual safety) takes precedence. Security and safety needs include personal security, financial security, and health and well-being.\u00a0These first two levels are important to the physical survival of the person. Once individuals have basic nutrition, shelter, and safety, they seek to fulfill higher-level needs.<\/p>\n<p>The third level of need is <strong>social<\/strong>, which include love and belonging; when individuals have taken care of themselves physically, they can address their need to share and connect with others. Deficiencies at this level, on account of neglect, shunning, ostracism, etc., can impact an individual&#8217;s ability to form and maintain emotionally significant relationships. Humans need to feel a sense of belonging and acceptance, whether it comes from a large social group or a small network of family and friends. Other sources of social connection\u00a0may be professional organizations, clubs, religious groups, social media sites, and so forth. Humans need to love and be loved (sexually and non-sexually) by others. Without these attachments,\u00a0people can be\u00a0vulnerable to\u00a0psychological difficulties such as loneliness, social anxiety, and depression. These conditions, when severe, can impair\u00a0a person&#8217;s ability to address\u00a0basic\u00a0physiological needs such as eating and sleeping.<\/p>\n<p>The fourth level is <strong>esteem<\/strong>, which represents the normal human desire to be valued and validated by others, through, for example, the recognition\u00a0of success\u00a0or status. This\u00a0level also includes self-esteem, which refers to the regard\u00a0and acceptance one has for oneself. Imbalances at this level can result in low self-esteem or an inferiority complex. People suffering from low self-esteem may find that external validation by others\u2014through fame, glory, accolades, etc.\u2014only partially or temporarily fulfills their needs at this level.<\/p>\n<p>The fifth level of the pyramid is <strong>self-actualization<\/strong>. At this stage, people feel that they have reached their full potential and are doing everything they&#8217;re capable of. Self-actualization is rarely a permanent feeling or state. Rather, it refers to the ongoing need for personal growth and discovery that people have\u00a0throughout their lives. Self-actualization may occur after reaching\u00a0an important goal or overcoming a particular challenge, and it may be marked by a new sense of\u00a0self-confidence or\u00a0contentment.<\/p>\n<div class=\"textbox tryit\">\n<h3>Practice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_fa807c76-c732-4409-b89b-62792c3f95d6\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/fa807c76-c732-4409-b89b-62792c3f95d6?iframe_resize_id=assessment_practice_id_fa807c76-c732-4409-b89b-62792c3f95d6\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe><\/p>\n<\/div>\n<h2>Hierarchy of Needs and Organizational Theory<\/h2>\n<p>Maslow&#8217;s hierarchy of needs is relevant to organizational theory because both are concerned with\u00a0human motivation.\u00a0Understanding what people need\u2014and how people&#8217;s needs differ\u2014is an important part\u00a0of effective management. For example, some people work primarily\u00a0for money, but they also like to go\u00a0to work because they enjoy feeling respected by others and appreciated\u00a0for their good work.<\/p>\n<p>Maslow&#8217;s hierarchy of needs suggests that if\u00a0a lower need is not met, then the higher ones will be\u00a0ignored. For example, if employees lack job security and are worried that they will be fired, they will be far more concerned about their financial well-being\u00a0and meeting\u00a0lower needs such as paying rent, bills, etc. However, if employees receive adequate\u00a0financial compensation and have job security, meaningful group relationships and praise for good work may be more important motivators.<\/p>\n<p>Can you think of recent examples of how Maslow\u2019s hierarchy of needs might have affected your behavior at work in some way?<\/p>\n<div class=\"textbox tryit\">\n<h3>Practice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_d8071750-e766-43fe-bd92-aa49a736131c\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/d8071750-e766-43fe-bd92-aa49a736131c?iframe_resize_id=assessment_practice_id_d8071750-e766-43fe-bd92-aa49a736131c\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe><\/p>\n<\/div>\n<\/div>\n<p>When needs aren&#8217;t met, employees can become very frustrated. Consequently, managers can work on improving only one need at a given time. For example, if individuals work hard for a promotion and don&#8217;t get\u00a0the recognition it represents, they may lose motivation and put in less effort. Also, when a need <em>is<\/em> met, it will no longer serve a motivating function\u2014the next level up in the needs hierarchy will become more important.<\/p>\n<p>From a management point of view, keeping one&#8217;s employees motivated can seem like something of a moving target. <strong>People seldom fit neatly into pyramids or diagrams, and their needs are complicated\u00a0and often change over time.<\/strong><\/p>\n<div class=\"textbox examples\">\n<h3>Maria at Work<\/h3>\n<p>Maria is an award-winning long-time employee. In the ten years that she worked for her company, she has always been punctual, does\u00a0high-quality work, and is well liked by her coworkers. Maria has always been engaged with her coworkers and helped mentor new employees. Over the last six months, Jorge noticed that Maria has made a lot mistakes with on-boarding new employees with a mentoring program she helped design. He concludes that Maria is bored with her job and wants to leave, so he decides to use her semiannual performance appraisal, to bring up these matters.<\/p>\n<p>To his surprise,\u00a0Jorge learns that Maria&#8217;s husband lost his job six months ago and, unable to keep up with mortgage payments, the two have been rotating living in their car and at a local hotel. In Jorge&#8217;s office, Maria shares that she really needs this job, and promises she will improve, but she could use some help mentoring new employees. She asks him if she can train somebody else to do that job for the next six months while she and her husband figure out a new living situation. Jorge listens to her with compassion and helps redefine her priorities with the company.<\/p>\n<p>Jorge notes Maria has moved down on Maslow&#8217;s needs pyramid and because he wants to be an effective manager, he promises to adapt his motivational approaches he uses with his team. In short, he knows a manager&#8217;s best strategy is to recognize this complexity and try to remain\u00a0attuned to\u00a0what employees say they need.<\/p>\n<\/div>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-9447\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>Revision and adaptation. <strong>Authored by<\/strong>: Linda Williams and Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-sa\/4.0\/\">CC BY-SA: Attribution-ShareAlike<\/a><\/em><\/li><li>Practice Questions. <strong>Authored by<\/strong>: Nina Burokas. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Shared previously<\/div><ul class=\"citation-list\"><li>Boundless Management. <strong>Provided by<\/strong>: Boundless. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/courses.lumenlearning.com\/boundless-management\/\">https:\/\/courses.lumenlearning.com\/boundless-management\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-sa\/4.0\/\">CC BY-SA: Attribution-ShareAlike<\/a><\/em><\/li><li>Boundless Business. <strong>Provided by<\/strong>: Boundless. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/courses.lumenlearning.com\/boundless-business\">https:\/\/courses.lumenlearning.com\/boundless-business<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-sa\/4.0\/\">CC BY-SA: Attribution-ShareAlike<\/a><\/em><\/li><li>Image: Maslow&#039;s Hierarchy of Needs. <strong>Provided by<\/strong>: OpenStax CNX. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"http:\/\/cnx.org\/contents\/Sr8Ev5Og@5.52:MLADqXMi@5\/Motivation\">http:\/\/cnx.org\/contents\/Sr8Ev5Og@5.52:MLADqXMi@5\/Motivation<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em>. <strong>License Terms<\/strong>: Download for free at http:\/\/cnx.org\/contents\/4abf04bf-93a0-45c3-9cbc-2cefd46e68cc@5.48<\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section>","protected":false},"author":163,"menu_order":6,"template":"","meta":{"_candela_citation":"[{\"type\":\"cc\",\"description\":\"Boundless 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