Maslow''s Need - Hierarchy Theory

Maslow’s Need- Hierarchy Theory

Aanstoos (2016), describes Maslow's Needs Hierarchy as a concept for a hierarchy of needs in the central organisation principle in human motivation theory by Maslow. 

As per McLeod (2013), Maslow believes that human beings are inherently motivated separated from the attractiveness of rewards or desires beyond the control. According to Maslow the people are motivated to achieve certain needs (McLeod, 2013).

The basic assumption of the theory is that once the demand is met, the motivation to reach the particular demand will decrease in importance, and employees looks for other needs (Hellreigel, 2004). Maslow speculates that human beings always strive to meet various needs, according to employees importance (Pride et al, 2009). Wilson (2005), states according to Maslow, employees have five levels of needs: physiological, safety, social, self, and self-actualization, (as illustrated in figure 3.0).

 

Figure 3.0: Maslow’s hierarchy of needs

  Source: Maslow, (1946) 

 

Di Cesare and Sadri (2003), describes Physiological and safety requirements as the lowest level of the pyramid and as external requirements and the other three requirements as internal requirements and are therefore considered high-level requirements.

The five levels of Maslow’s needs are as below:

 Physiology needs

Skemp-Arlt et al. (2007), states the hierarchy needs start from the lowest demand level of Physiology needs. Further, Skemp-Arlt et al. (2007), explains physiological needs includes human survival and survival necessities, such as air, water, food and other living needs. Silberstein (2017), argues if employees get paid the minimum living wage will meet the basic employee needs. Therefore, according to Silberstein (2007), physiological needs should be met first.

Safety needs

Skemp-Arlt et al. (2007), explains as the individual ’s physiological needs are met and satisfied, the person drives desire to the safety needs. Further, Sarker (2016), suggests safety needs are for protection and shelter. As per Serker (2017), today the organization provides a health and safety plan, emergency funds, and accident insurance benefits as a safety plan.

Belongings and love

Kogen (2010), explains belongings and love has to be dealt with the needs of human society, such as love, affection and accept to belong to a group. Silberstein (2007), further, states for employers in business aspect, a satisfactory reward system and implement an organizational plan need to create towards employee participation to help fulfil and satisfy these needs of employees.

 

Self-esteem

Stephens (2000), suggests the fourth level mentioned in the hierarchy of needs as the need for self-esteem. Everyone in the society needs or desires a stable, solid foundation, usually high evaluation, respect (Stephens, 2000). Brembeck (1991), argues only satisfy desire, for reputation or prestige, status, fame and glory, dominant status, recognition, attention, importance, dignity or appreciation the need for self-esteem will be fully realized (Brembeck, 1991).

 

Self-actualization

Finally, Hagerty (1999,) describes self-actualization as existing needs or emergency needs of the highest level in Maslow's requirements hierarchy. McLeod (2017), states an individual reaches a state of self-fulfillment, the individual will tend to Be individualistic, focus and desire to expand Knowledge, master new skills, assume new responsibilities, and experience more new knowledge, challenge and act in a way that enables them to achieve the desired life goals.

 

Kellogg and Maslow’s theory (cited from Kellogg case study, 2014).

Kellogg Company is the world's leading producer of breakfast cereals. Kellogg's values ​​and culture support its role as a good employer. Encourage everyone to follow the

K- value throughout the business process, which creates a culture of people who own their projects and strive to continuously improve and achieve industry-leading results.

Kellogg ’s employees are provided competitive compensation and benefit plans so that employees can choose their own benefits. This includes childcare vouchers, cash alternatives to company cars and discounted life insurance plans. These savings and competitive salaries help motivate them to stay loyal to the company.

Kellogg values ​​employee safety. It provides employees with a healthy working environment and a flexible working model, which means that Kellogg’s is responsible for health and safety rules and regulations.

Weekly group meetings and informal opportunities allow employees to request information about any aspect of the business. These things are related to a sense of belonging. This open approach to the company's K-value includes motivation, recognition of diversity, and can help individuals achieve the company's goals. In contrast to scientific management, Maslow's theory provides Kellogg's employees 

with an opportunity to take ownership of business-stimulating projects that lead to self-actualization.

 

References:

Aanstoos, C. M. (2016). “Maslow's hierarchy of needs”. Salem Press Encyclopedia of Health.

Armstrong, M. (2010). A Handbook of Human Resource Management Practice. 10th ed. Kogan Page: London.

Hagerty, M. R. 1999. Testing Maslow’s Hierarchy of Needs: National Quality-ofLife Across Time. Social Indicators Research 46(xx), 250.

Hellreigel, D & Slocum, J.W. Jr (2004) Achieving Motivation in the Workplace. Organizational Behavior (10th Ed.). Mason, OH: Thompson South-Western

ken. (2015). Kellogg case study. academica.edu.

Maslow, A. H. 1954. Motivation and Personality. Harper & Row, Publishers, Inc.

Maslow, A. (1946). A theory of human motivation. Psychological Review, 50, 370-396.

McLeod, S. (2013). “Maslow’s Hierarchy of Needs”. Highgate Counselling Centre.

McLeod, S., 2017. Maslow's Hierarchy of Needs, s.l : s.n.

McLeod. (2020). Maslow's Hirarchy of Needs. simplypsychology.

sarker. (2016). The Impact of Motivation on the Performance of Employees.

Silberstein, Shula Asher. 2017. The hierarchy of Needs for Employees. Accessed 3.9.2017.

Skemp-Arlt, K.M., Toupence, R. 2007. The administrator's role in employee motivation. Coach & Athletic Director, 28–34.

Stephens, D. C. 2000. The Maslow Business Reader. John Wiley & Sons, Inc.

Wilson, Michael. "The psychology of motivation and employee retention." Maintenance supplies 50.5 (July 2005): 48(2). General OneFile. Gale. LIRN. 14 May 2008