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Maslow’s Hierarchy of Needs

• Maslow’s Hierarchy of Needs

camila A

on 22 August 2012

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Transcript of Maslow’s Hierarchy of Needs

•Maslow’s Hierarchy of Needs pyramid. The lowest levels of the pyramid are made up of the most basic needs, while the more complex needs are located at the top of the pyramid. Needs at the bottom of the pyramid are basic physical requirements including the need for food, water, sleep and warmth. Once these lower-level needs have been met, people move on to the next level of needs, which are for safety and security, but this order is not needed. As people progress up the pyramid, needs become increasingly psychological and social. Soon, the need for love, friendship and intimacy become important. Further up the pyramid, the need for personal esteem and feelings of accomplishment take priority. Five Levels of the Hierarchy of Needs Physiological Needs
These include the most basic needs that are vital to survival, such as the need for water, air, food and sleep. Maslow believed that these needs are the most basic and instinctive needs in the hierarchy because all needs become secondary until these physiological needs are met. Security Needs
These include needs for safety and security. Security needs are important for survival, but they are not as demanding as the physiological needs. Examples of security needs include a desire for steady employment, health insurance, safe neighborhoods and shelter from the environment. Social Needs
These include needs for belonging, love and affection. Maslow considered these needs to be less basic than physiological and security needs. Relationships such as friendships, romantic attachments and families help fulfill this need for companionship and acceptance, as does involvement in social, community or religious groups. Esteem Needs
After the first three needs have been satisfied, esteem needs becomes increasingly important. These include the need for things that reflect on self-esteem, personal worth, social recognition and accomplishment Self-actualizing Needs
This is the highest level of Maslow’s hierarchy of needs. Self-actualizing people are self-aware, concerned with personal growth, less concerned with the opinions of others and interested fulfilling their potential. In 1943 Abraham Maslow, one of the founding fathers of humanist approaches to management, wrote an influential paper that set out five fundamental human needs and their hierarchical nature. They are quoted and taught so widely now that many people perceive this model as the definitive set of needs and do not look further Case Study John has worked as a sales associate at T-Mobile for 5 years. He has consistently proven to be one the best

employees. He always arrives to work on time, offers the finest customer service, and has reached top sales various

times. Although he is happy to work for T-Mobile, his self-esteem needs are not being fulfilled. He feels as though his

manager does not recognize his full potential in order to rise to a higher position within the company. Throughout the

years, John has never received a reward for his hard work; all his manager says is “Keep it up champ”. John is beginning

to feel like T-Mobile does not deserve him as an employee and is thinking of leaving. Ajila (1997) and Kamalanabhan, Uman and Vasnathi (1999) - practical applications in the workplace

It is common misperception that one need must be satisfied before a person can advance to satisfy a higher one.

Locke (2000) - People prioritize their needs differently

Wicker, Brown, Wiehe and Reed (1993) - Maslow’s theory predicts the relationship between a person’s intentions and behavior, not their rating of importance.. This need for belonging can often overcome the physiological and security needs. Overview

who was MAslow?
Introduction of the theory
The 5 needs related to this theory
The pyramid
Case study Esteem needs All humans have a need to be respected and to have self-esteem and self-respect. Esteem presents the normal human desire to be accepted and valued by others. People need to engage themselves to gain recognition and have an activity or activities that give the person a sense of contribution, to feel self-valued, be it in a profession or hobby. Thank You! Abraham Harold Maslow (April 1, 1908 – June 8, 1970) was an American professor of psychology at Brandeis University, Brooklyn College, New School for Social Research and Columbia University

Management must understand that not all people are driven by the same needs; managers must recognize what need each employee is working to satify and use that to motivate them.
In order to increase his self-esteem needs, the manager needs to speak to John on a one-on-one basis and tell him how valuable he is to the company and specifically point out all his great contributions.

The manager can propose rewards such as, more vacation days, employee of the month ceremonies, and perhaps even a training program that can teach selected employees the jobs higher-ranking employees are doing. This will give John a small advancement within the company to eventually reach that position.

Management can also create a system where after an employee has worked in the company for 5 years, they should be evaluated to see if they have the potential to move up in the company and give them the opportunity to advance. And if they are not ready, advise them in what they should do to earn that position.

These implications can also enhance self-actualizations needs. The key to great management is open communication with employees and employers.
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