Motivating Employees & Maslow's Hierarchy of Needs

In 1943, psychologist Abraham Maslow published a theory in the "Psychological Review" based on his clinical studies of what motivates human beings to seek fulfillment in all aspects of their lives. His needs-based framework went on to become a model for both personal empowerment and workplace management, and embraces the concept that basic needs must first be satisfied before higher, unselfish goals can be pursued and achieved.

Physiological Needs

Maslow identified the core physiological needs to sustain human life as air, water, food and sleep. To perform their jobs, workers require healthy air to breathe, water to keep their systems hydrated, sustenance to fuel their bodies and adequate time to rest and recuperate between shifts, including regularly scheduled breaks. As described in his own book, "Maslow on Management," Maslow cites that when deficiencies exist in these four basic requirements for survival, people become incapable of developing any ambition, much less acting on it and achieving their full potential. By comparison, such is the quest of an oppressive regime in which human lives are expendable and workers are routinely pushed to the point of dehydration, starvation and exhaustion.

Safety Needs

A safe and secure working environment reduces the threat of physical injury. When workers believe that the level of risk has been minimized and that good health and safety practices are judiciously enforced and monitored by management, they feel more comfortable and are less distracted from performing their tasks and interacting with others. Conscientious safety practices reduce absenteeism as well, which can impact productivity and morale. Security also extends to emotional well being in the workplace. An employer that provides medical benefits, contributes to retirement plans and is financially solvent makes workers feel more secure about their jobs and the future. Chip Conley, author of "Peak: How Great Companies Get Their Mojo from Maslow," writes that companies that demonstrate they care for the welfare of their workers create an atmosphere of trust which, in turn, encourages loyalty and decreases stress.

Social Needs

Man is a social animal and, accordingly, seeks out companionship, acceptance and inclusion. Maslow identifies social needs as friendships, peer support and the ability to give and receive love. Observes Dianna Podmoroff, author of "365 Ways to Motivate and Reward Your Employees Every Day: With Little or No Money," the workplace offers an opportunity to be part of a team in which members share their respective knowledge, skills and unique experiences to solve problems in which they have a vested interest. Competitions, focus groups, mentoring, brainstorming sessions, after-work get-togethers and even office potlucks can make employees feel as if they are "family."

Esteem Needs

In concert with social needs is the desire to be recognized for personal accomplishments. Maslow divides this portion of his theory into external and internal motivators. External motivators are prizes and awards bestowed for outstanding performance, elevation in status such as a coveted promotion and newfound attention and admiration from others. Internal motivators are the private goals that workers set for themselves -- such as beating a prior month's sales figures -- and the satisfaction of experiencing self-respect for having done the right thing. Barry Silverstein, author of "Best Practices: Motivating Employees: Bringing Out the Best in Your People," notes that fairness and consistency in the recognition process are critical. When employees know that their efforts aren't going unnoticed by management, they take more pride in their work product. In addition, their coworkers see the correlation between responsibility and reward and may endeavor to set the performance bar higher for themselves.

Self-Actualization

Once the quartet of physiological, safety, social and self-esteem needs are met, Maslow believed that individuals are capable of achieving their true potential and embodying truth, meaning, wisdom and justice in their words and actions. Self-actualization moves them to a higher plateau of understanding as well as a greater empathy for the needs of others. Those who achieve this ultimate state -- and Maslow himself speculated that it was only 2 percent of the population -- enjoy a greater autonomy, have a deeper sense of humility and respect for others and a better sense of distinguishing between real and fake. Maslow also tied this to the belief that the journey -- in whatever form it takes -- can be more rewarding than the actual destination. Managers can apply this to a practice of appreciating the worth of each of the individuals "traveling" with them rather than focusing so intently on the end-game that they lose all sight of human emotions.