Leadership Insights Exploring Maslow's Hierarchy of Needs
Using Maslow's Hierarchy of Needs to Create a Positive Work Environment and Boost Employee Engagement
Abraham Maslow's Hierarchy of Needs is a well-known psychological theory that has been applied in various fields. This theory explains that human needs can be categorized into five distinct levels, each representing a different type of need.
This article will explore the relationship between Maslow's hierarchy of needs and the workplace, providing insights into how this theory can be understood from an organizational perspective.
I will start by briefly describing this theory, then explore how Maslow's hierarchy of needs relates to the workplace and provide practical suggestions for employers to create a better work environment that supports employee well-being, motivation, and retention. I will also explore how employees can leverage the principles in Maslow’s hierarchy of needs to maximize their career progression and job satisfaction. Finally, I will examine how this theory fits into the broader framework of motivational theories and how it interacts with other theories to create a more comprehensive understanding of employee motivation.
Abraham Maslow’s Hierarchy of Needs is a psychological theory that says that we as human beings have particular basic needs that must be met in order for us to be truly happy, fulfilled, and achieve our full potential.
The theory is represented as a pyramid with five levels. The most basic needs are at the bottom, and the more complex ones are at the top. All these needs must be satisfied starting from the bottom up. We cannot address any needs on the higher levels of the pyramid until all the needs below them have been fully met.
The first level of the pyramid contains physiological needs. These are the most basic and essential needs for our survival, such as food, water, and shelter. They must be met before we can begin to focus on other needs.
The second level is safety needs. These include the need for physical safety, as well as the need for emotional and financial security. We can focus on safety issues only after physiological needs are met.
The third level is the need for love and belonging or social needs. This includes the need for social interaction, love, and affection. At this level, we need to feel connected and belong to a group or community.
The fourth level is the need for esteem. This includes the need for self-esteem, as well as the esteem of others. At this level, we need to feel valued and respected by others and have a sense of self-worth.
Finally, the top level of the pyramid is the need for self-actualization. This includes the need to realize our full potential, achieve our goals, and fulfill our purpose in life.
Employees’ Hierarchy of Needs in the Corporate Environment
Maslow developed his theory to understand the motivation and behavior of human beings, what makes us tick, and why we behave the way we do.
But what happens when we translate Maslow’s human needs into the context of employee needs, how can this concept apply to the workplace environment, and how do these five drivers work in an organizational environment? And, as leaders, how can we leverage this information to improve employee motivation and performance?
Starting from the bottom of the pyramid, employers can meet employees’ most basic needs by providing fair compensation and benefits and ensuring a safe and comfortable work environment. Everybody expects to get paid for their work. Also, the current office environment always satisfies the most basic physiological needs (shelter, food, water, etc.).
The next level is safety needs, such as job security and stability. If you work in an environment where you are in danger of losing your job due to downsizing or company financial stability, you will likely experience anxiety and stress. As a leader, if you are in a situation where job cuts are inevitable and widely expected, it is important to act quickly and be transparent about the process and the next steps.
I’ve been in worst-case scenarios where we knew job cuts were coming, but management could decide quickly enough and unnecessarily extended this painful process by weeks. And when the job cuts came, they were insufficient, and the entire process had to restart several months later. During these uncertain times, all projects were paused, no work would get done, and people would fan their anxiety in larger groups.
The third level relates to social needs, such as interpersonal relationships, collaboration, and a sense of belonging. We can meet these needs by creating a positive work culture, encouraging teamwork, and promoting employee engagement.
Esteem needs include the need for recognition, respect, and a sense of accomplishment. We meet these needs by providing growth opportunities for employees to develop new skills and take on challenging tasks. Promotions and new job titles satisfy esteem needs. We must provide regular feedback, celebrate wins, and give credit when credit is due.
Esteem needs are internal and external. You need others’ recognition and appreciation for your accomplishments, but you must also acknowledge your own success. If you don’t give yourself credit for achievements and recognize your value, this level remains unfulfilled, and you will not be able to move on to the next one.
Finally, at the top of the pyramid is self-actualization needs. This is when we realize our full career potential, maximize our opportunities, and achieve our goals. This is where we need opportunities for growth and challenging and meaningful work.
The bottom two basic needs (physiological + safety) are fundamental and must be provided to employees; a company cannot function well without satisfying them. They are the basis for having a job.
The following two levels (esteem + social) are necessary for a positive and rewarding work environment. People seek them to support their careers, but an organization can function without them – even if dysfunctionally.
The last one is the icing on the cake. People materialize their vocation and fulfill their goals. When reaching the self-actualization level, these valuable employees start shifting their primary focus from creating value for themselves to creating value for the organization and others.
Every employer and employee faces unique circumstances, and the recommended above actions based on Maslow's hierarchy of needs may not apply to every situation.
For instance, the safety needs of workers in an office setting are inconsequential; however, they are important for those working in a construction work zone. Similarly, people that don’t have career goals and are happy with a job that provides a basic income don’t need the higher tier of needs. In such cases, you need to make sure you provide equitable income and benefits.
Creating a supportive work environment requires a personalized approach considering individual differences and unique circumstances.
Motivation Theories Framework
Let’s explore how other motivational theories fit into a larger framework. In addition to Maslow’s hierarchy of needs, I examined several other topics regarding employee motivation. You can read more about how Herzberg’s Two-Factor Theory can be leveraged at work, the Four different activities you do in life, and how a Growth Mindset benefits your career.
Looking at different engagement levels, we better understand how to motivate our employees (and ourselves) and what levers are available to us to maximize motivation.
We use Maslow’s hierarchy of needs to understand the basic needs that employees must have met before they can focus on more complex needs. We will create a strong foundation for employee motivation by addressing these basic needs.
We use Herzberg’s Two-Factor Theory to understand the difference between hygiene factors and motivators and identify which factors are most important to employees. By addressing hygiene factors, employers can create a comfortable and safe work environment, while by addressing motivators, employers can help employees to feel engaged and motivated.
And the four basic activities teach us the difference between a job, a career, and a vocation and each employee's engagement level.
If you look at the image above, in which category do your employees belong, how would you approach them to increase their job satisfaction, and how would you help them ascend toward higher levels? Are they engaged or not, motivated or not? How will they respond to different approaches? How would you craft a personalized development plan for each of your personnel?
In conclusion, both employers and employees can benefit from understanding and utilizing Maslow's hierarchy of needs in the workplace. Employers can create a supportive work environment by identifying and fulfilling the various levels of needs outlined in the hierarchy while also recognizing that each employee has unique needs and adapting accordingly.
On the other hand, employees can use the hierarchy of needs to understand their own needs better and communicate them to their employers, enhancing their job satisfaction, career progression, and overall well-being. Ultimately, by working together to address the various levels of needs outlined in Maslow's hierarchy, employers and employees can create a positive workplace culture that fosters personal growth, creativity, and a sense of purpose.