Maslow’s Hierarchy of Needs

1. Introduction In the field of management, motivating employees is a very important issue that managers have to consider. Research has shown in many cases that companies with motivated and satisfied employees are more efficient and productive. Considering the goal of the company, this can lead to higher profits and moreover to a good internal corporate culture. How can managers accomplish this task? Is it effective using Maslow’s theory to motivate employees? This paper will analyze why managers should not follow Maslow’s theory of needs in order to motivate employees.To prove this statement, the expose will focus on the model of Maslow’s hierarchy of needs, after giving a brief description of motivation. In addition the paper will examine how, according to Maslow, managers can satisfy these needs in a company. Furthermore the weaknesses are pointed out, also with the help of research studies. At the end, Alderfer’s ERG Theory is compared to Maslowâ€℠¢s theory , as he reshaped the hierarchy of needs, which will provide a better understanding of Maslow’s theory and especially of the weaknesses.Although Maslow’s theory is often used to illustrate the concept of motivation, it is not a reliable theory when utilizing it in practice. 2. Motivation In the context of Psychology motivation can be described as ‘ processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal ‘(Robbins 2007: 186). Many managers who do not see motivation in their employees tend to characterize them as lazy. However motivation is not a personal trait, and therefore can always be taught.This concludes that one should not deal with the question whether someone is motivated, instead one should find out what is causing the motivation or lack of motivation (Robbins 2007: 186) In the 1950’s some of the first need theories that explain how work-related behavior can be driven by satisfying needs, were formulated (Furnham 1992: 128). 3. Maslow’s Hierarchy of Needs The need hierarchy which is also associated with a pyramid , is divided into five levels which represent five basic needs. Maslow assumed that an individual had five needs which are activated in a hierarchical order.It was based on the prepotency of needs, meaning that a need emerged as a motivator as soon as a lower-need was satisfied (Heylighen 1992: 40) 3. 1 Model * Physiological Needs – food, water , air , shelter * Safety Needs – security, stability, protection * Love and Belongingness Needs– relationships, friends, family, socializing * Self-esteem Needs – achievement, reputation, independence, prestige * Self-actualization Needs – becoming everything one is capable of becoming (Maslow 1970 : 39-46) Counter argument: Maslow’s theory claims that all needs are not equal.In general, one might approve this statement as in many cases lower order needs take priority over higher order needs. However, in certain situations e. g escaping danger, hunger might be unimportant (Kalat 2008: 377). Therefore the hierarchical model does not provide an accurate picture of reality and does not consider these exceptions. 3. 2 Application on Management As Maslow claims, that once a need is satisfied, it does not serve as a motivator anymore, managers for example cannot only pay their employees more money, as this need will eventually be satisfied and no longer be a motivator.Instead they have to find other ways to satisfy the different needs (Robbins: 187) In the context of an organization (Sadri 2011 : 45-48) : * Physiological Needs – salaries, wages, bonuses * Safety Needs – health insurances, retirement plans * Love and Belongingness Needs – teamwork, company festivals, clubs * Self-esteem Needs –recognition, praise, competitions, promotions * Self-actualization Needs- tution reimbursement programs Counter a rgument: Maslow argues that a ‘satisfied need no longer motivates’. (Robbins 2007: 187).However, due to the fact that ‘ motivation is driven by the situation’ (Robbins 2007: 186) , for an employee who has reached self-esteem, job security can become a motivator again, in times of a financial crisis. 3. 3 Weaknesses * Motivation does not change only within an individual due to different situations, but also among all individuals (Robbins 2007: 186). Therefore managers have to know how to motivate each employee in an effective way according to Maslow. This is a big challenge, and unlikely to occur when implementing in reality. Another criticism of the theory itself is the aspect of culture. ‘ In countries like Japan, Greece, and Mexico, where uncertainty avoidance characteristics are strong, security needs would be on top of the need hierarchy’ (Robbins 2007: 212). This shows that the theory can only be applied to the American culture, where self -actualization is the goal of most individuals. * From 1966 to 1973, there have been many studies, which tested Maslow’s theory, however ‘these results were not supportive of Maslow’s need structure (Wahba,Bridwell 1976)’ (Berl, Williamson & Powell 1984: 34). 4. ERG TheoryClayton Alderfer, an american psychologist reworked Maslow’s hierarchy of needs and developed a theory called ERG Theory (Robbins 2007: 188) 4. 1 Comparison to Maslow’s Theory In comparison to Maslow, Alderfer distinguishes between three categories (Weihrich 2010: 331). * Existence Needs * Relatedness Needs * Growth Needs Alderfer criticised the hierarchic order, giving two reasons. * Firstly ,through the hierarchic order only one need can be satisfied at a time. Alderfer referred to this point in his theory, and affirmed that ‘ more than one need may be activated at a time’ (Kreitner 2007 : 238).For example, an employee might go to work in order to afford a pla ce to live, but also because he or she is motivated due to the good relationships with coworkers or managers (Weihrich 2010: 331-332). * On top of that Maslow justified his hierarchic order with the belief that ‘people tend to satisfy their needs systematically’ (Cole 2004: 36). However Alderfer argued that a ‘systematic movement up the hierarchy does not seem to be a consistent form of behavior for many people’ (Cole 2004: 36). 5. ConclusionThe examination of Maslow’s theory and the comparison to Alderfer’s theory lead to the conclusion that on one side, it is true that individuals have different needs and that they relate to work behavior, but unfortunately the hierarchic structure does not appropriately reflect reality. On top of that, it is impossible for managers to find out what need is dominating each employee, as it can change due to situations. Furthermore ,due to the aspect of culture you cannot place a specific need at the top.As th e weaknesses supported by the research, prove that the model does not work out in practice, it can be concluded that it is not advisable for managers to follow Maslow’s hierarchy of needs in order to motivate employees. Bibliography Berl,R. L, Williamson, N. C. , Powell,T. (1984) Industrial Salesforce Motivation: A Critique and Test of Maslow’s Hierarchy of Need. Journal of Personal Selling & Sales Management, 4(1), 33-39. Retrieved 26/04/2012 from EBSCO Cole, G. A. (2004) Management Theory and Practice. (6th edition) London : Geraldine Lyons. Retrieved 20/04/2012 from http://books. oogle. de/books? id=HQhvAnb4TgMC&printsec=frontcover&dq=management+theory+and+practice+cole&hl=de&sa=X&ei=IQ6XT7fCGIrNtAbqhommDg&ved=0CDQQ6AEwAA#v=onepage&q=management%20theory%20and%20practice%20cole&f=false Furnham, A. (1992) ,Personality At Work: The Role of Individual Differences In The Workplace. London : Routledge. Retrieved 24/04/2012 from http://books. google. de/books? id=v_hPuMqN_ d0C&pg=PA128&dq=need+theories&hl=de&sa=X&ei=i6WT42SEIfVsgbM8aicDg&ved=0CDAQ6AEwAA#v=onepage&q=need%20theories&f=false Heylighen, F. 1992). A Cognitive Systematic Reconstruction of Maslow's Theory of Self-Actualization. Behavioral Science. 37, 39-57 Retrieved 24/04/2012 from http://pespmc1. vub. ac. be/Papers/Maslow. pdf Kalat,J. (2008) Introduction to Psychology. (9th edition) Wadsworth: Cengage Learning Kreitner,R. , Kinicki A. (2007) Organizational Behaviour (7th edition ). New York : McGraw-Hill Maslow, A. H (1970) Motivation and Personality. (2nd edition). New York: Harper ; Row Publishers Sadri, G. , Bowen, R. C. (2011) Meeting employee requirements : Maslow’s Hierarchy of needs is still a reliable guide.Industrial engineer. 43 (10 ) ,44-48. Robbins, S. P, Judge,T. A. (2007) Organizational Behavior (12th edition) New Jersey: Pearson Education Weihrich,H. , Cannice,M. v. , Koontz, H. (2010) Management : A Global and Entrepreneurial Perspective. New Dheli : Tata McGraw Hil l Education. Retrieved 22/04/2012 from http://books. google. de/books? id=6vRX9w7ukhcC;pg=PA331;dq=alderfer+erg+theory;hl=de;sa=X;ei=Hj-UT_a0EMvdsgbOstyiBA;ved=0CFwQ6AEwCA#v=onepage;q=alderfer%20erg%20theory;f=false Maslow’s Hierarchy of Needs 1. Introduction In the field of management, motivating employees is a very important issue that managers have to consider. Research has shown in many cases that companies with motivated and satisfied employees are more efficient and productive. Considering the goal of the company, this can lead to higher profits and moreover to a good internal corporate culture. How can managers accomplish this task? Is it effective using Maslow’s theory to motivate employees? This paper will analyze why managers should not follow Maslow’s theory of needs in order to motivate employees.To prove this statement, the expose will focus on the model of Maslow’s hierarchy of needs, after giving a brief description of motivation. In addition the paper will examine how, according to Maslow, managers can satisfy these needs in a company. Furthermore the weaknesses are pointed out, also with the help of research studies. At the end, Alderfer’s ERG Theory is compared to Maslowâ€℠¢s theory , as he reshaped the hierarchy of needs, which will provide a better understanding of Maslow’s theory and especially of the weaknesses.Although Maslow’s theory is often used to illustrate the concept of motivation, it is not a reliable theory when utilizing it in practice. 2. Motivation In the context of Psychology motivation can be described as ‘ processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal ‘(Robbins 2007: 186). Many managers who do not see motivation in their employees tend to characterize them as lazy. However motivation is not a personal trait, and therefore can always be taught.This concludes that one should not deal with the question whether someone is motivated, instead one should find out what is causing the motivation or lack of motivation (Robbins 2007: 186) In the 1950’s some of the first need theories that explain how work-related behavior can be driven by satisfying needs, were formulated (Furnham 1992: 128). 3. Maslow’s Hierarchy of Needs The need hierarchy which is also associated with a pyramid , is divided into five levels which represent five basic needs. Maslow assumed that an individual had five needs which are activated in a hierarchical order.It was based on the prepotency of needs, meaning that a need emerged as a motivator as soon as a lower-need was satisfied (Heylighen 1992: 40) 3. 1 Model * Physiological Needs – food, water , air , shelter * Safety Needs – security, stability, protection * Love and Belongingness Needs– relationships, friends, family, socializing * Self-esteem Needs – achievement, reputation, independence, prestige * Self-actualization Needs – becoming everything one is capable of becoming (Maslow 1970 : 39-46) Counter argument: Maslow’s theory claims that all needs are not equal.In general, one might approve this statement as in many cases lower order needs take priority over higher order needs. However, in certain situations e. g escaping danger, hunger might be unimportant (Kalat 2008: 377). Therefore the hierarchical model does not provide an accurate picture of reality and does not consider these exceptions. 3. 2 Application on Management As Maslow claims, that once a need is satisfied, it does not serve as a motivator anymore, managers for example cannot only pay their employees more money, as this need will eventually be satisfied and no longer be a motivator.Instead they have to find other ways to satisfy the different needs (Robbins: 187) In the context of an organization (Sadri 2011 : 45-48) : * Physiological Needs – salaries, wages, bonuses * Safety Needs – health insurances, retirement plans * Love and Belongingness Needs – teamwork, company festivals, clubs * Self-esteem Needs –recognition, praise, competitions, promotions * Self-actualization Needs- tution reimbursement programs Counter a rgument: Maslow argues that a ‘satisfied need no longer motivates’. (Robbins 2007: 187).However, due to the fact that ‘ motivation is driven by the situation’ (Robbins 2007: 186) , for an employee who has reached self-esteem, job security can become a motivator again, in times of a financial crisis. 3. 3 Weaknesses * Motivation does not change only within an individual due to different situations, but also among all individuals (Robbins 2007: 186). Therefore managers have to know how to motivate each employee in an effective way according to Maslow. This is a big challenge, and unlikely to occur when implementing in reality. Another criticism of the theory itself is the aspect of culture. ‘ In countries like Japan, Greece, and Mexico, where uncertainty avoidance characteristics are strong, security needs would be on top of the need hierarchy’ (Robbins 2007: 212). This shows that the theory can only be applied to the American culture, where self -actualization is the goal of most individuals. * From 1966 to 1973, there have been many studies, which tested Maslow’s theory, however ‘these results were not supportive of Maslow’s need structure (Wahba,Bridwell 1976)’ (Berl, Williamson & Powell 1984: 34). 4. ERG TheoryClayton Alderfer, an american psychologist reworked Maslow’s hierarchy of needs and developed a theory called ERG Theory (Robbins 2007: 188) 4. 1 Comparison to Maslow’s Theory In comparison to Maslow, Alderfer distinguishes between three categories (Weihrich 2010: 331). * Existence Needs * Relatedness Needs * Growth Needs Alderfer criticised the hierarchic order, giving two reasons. * Firstly ,through the hierarchic order only one need can be satisfied at a time. Alderfer referred to this point in his theory, and affirmed that ‘ more than one need may be activated at a time’ (Kreitner 2007 : 238).For example, an employee might go to work in order to afford a pla ce to live, but also because he or she is motivated due to the good relationships with coworkers or managers (Weihrich 2010: 331-332). * On top of that Maslow justified his hierarchic order with the belief that ‘people tend to satisfy their needs systematically’ (Cole 2004: 36). However Alderfer argued that a ‘systematic movement up the hierarchy does not seem to be a consistent form of behavior for many people’ (Cole 2004: 36). 5. ConclusionThe examination of Maslow’s theory and the comparison to Alderfer’s theory lead to the conclusion that on one side, it is true that individuals have different needs and that they relate to work behavior, but unfortunately the hierarchic structure does not appropriately reflect reality. On top of that, it is impossible for managers to find out what need is dominating each employee, as it can change due to situations. Furthermore ,due to the aspect of culture you cannot place a specific need at the top.As th e weaknesses supported by the research, prove that the model does not work out in practice, it can be concluded that it is not advisable for managers to follow Maslow’s hierarchy of needs in order to motivate employees. Bibliography Berl,R. L, Williamson, N. C. , Powell,T. (1984) Industrial Salesforce Motivation: A Critique and Test of Maslow’s Hierarchy of Need. Journal of Personal Selling & Sales Management, 4(1), 33-39. Retrieved 26/04/2012 from EBSCO Cole, G. A. (2004) Management Theory and Practice. (6th edition) London : Geraldine Lyons. Retrieved 20/04/2012 from http://books. oogle. de/books? id=HQhvAnb4TgMC&printsec=frontcover&dq=management+theory+and+practice+cole&hl=de&sa=X&ei=IQ6XT7fCGIrNtAbqhommDg&ved=0CDQQ6AEwAA#v=onepage&q=management%20theory%20and%20practice%20cole&f=false Furnham, A. (1992) ,Personality At Work: The Role of Individual Differences In The Workplace. London : Routledge. Retrieved 24/04/2012 from http://books. google. de/books? id=v_hPuMqN_ d0C&pg=PA128&dq=need+theories&hl=de&sa=X&ei=i6WT42SEIfVsgbM8aicDg&ved=0CDAQ6AEwAA#v=onepage&q=need%20theories&f=false Heylighen, F. 1992). A Cognitive Systematic Reconstruction of Maslow's Theory of Self-Actualization. Behavioral Science. 37, 39-57 Retrieved 24/04/2012 from http://pespmc1. vub. ac. be/Papers/Maslow. pdf Kalat,J. (2008) Introduction to Psychology. (9th edition) Wadsworth: Cengage Learning Kreitner,R. , Kinicki A. (2007) Organizational Behaviour (7th edition ). New York : McGraw-Hill Maslow, A. H (1970) Motivation and Personality. (2nd edition). New York: Harper ; Row Publishers Sadri, G. , Bowen, R. C. (2011) Meeting employee requirements : Maslow’s Hierarchy of needs is still a reliable guide.Industrial engineer. 43 (10 ) ,44-48. Robbins, S. P, Judge,T. A. (2007) Organizational Behavior (12th edition) New Jersey: Pearson Education Weihrich,H. , Cannice,M. v. , Koontz, H. (2010) Management : A Global and Entrepreneurial Perspective. New Dheli : Tata McGraw Hil l Education. Retrieved 22/04/2012 from http://books. google. de/books? id=6vRX9w7ukhcC;pg=PA331;dq=alderfer+erg+theory;hl=de;sa=X;ei=Hj-UT_a0EMvdsgbOstyiBA;ved=0CFwQ6AEwCA#v=onepage;q=alderfer%20erg%20theory;f=false