Maslow's Hierarchy of Needs Theory One of the most popular needs theories isAbraham Maslow's hierarchy of needs theory. Maslow proposed that motivation is the result of a person's attempt at fulfilling five basic needs: physiological, safety, social, esteem and self-actualization. For example, if you are hungry and thirsty, you will tend to try to take care of the thirst first. After all, you can do without food for weeks, but you can only do without water for a couple of days! Thirst is a stronger need than hunger. Likewise, if you are very very thirsty, but someone has put a choke hold on you and you cant breath, which is more important? The need to breathe, of course. On the other hand, sex is less powerful than any of these. Lets face it, you wont die if you dont get it!. Maslow took this idea and created his now famoushierarchy of needs. Beyond the details of air, water, food, and sex, he laid out five broader layers: the physiological needs, the needs for safety and security, the needs for love and belonging, the needs for esteem, and the need to actualize the self, in that order.According to Maslow, these needs can create internal pressures that can influence a person's behavior.At the bottom of the pyramid are physiological needs, those that motivate people to work for food, water, clothing and shelter. As a manager, you can account for physiological needs of your employees by providing comfortable working conditions, reasonable work hours and the necessary breaks to use the bathroom and eat and/or drink.Once these needs are met, individuals want a sense of security and well-being. Personal security, financial security, good health and protection from accidents are all included in safety needs. As a manager, you can account for the safety needs of your employees by providing safe working conditions, secure compensation (such as a salary) and job security, which is especially important in a bad economy.When the needs for safety and for physiological well-being are satisfied, the next class of need refer to the need to belong, to be part of a group. Maslow state that people seek to overcome of loneliness and isolation. As a manager, you can account for the social needs of your employees by making sure each of your employees know one another, encouraging cooperative teamwork, being an accessible and kind supervisor and promoting a good work-life balance.When the first three classes of needs are satisfied, the need for esteem can become dominant. These involve needs for both self-esteem and for the esteem a person gets from others. When these needs are satisfied, the person feels self-confident and valuable as a person in the world. When these needs are frustrated, the person feels inferior, weak, helpless and worthlessManagers motivate your employees by offering praise and recognition when the employee does well, and offering promotions and additional responsibility to reflect your belief that they are a valued employee.At the top is self fulfilment - the area for creativity, challenge and interest. In other word, it describes a person's need to reach his or her full potential. While I might have the need to be a good parent, you might have the need to hold an executive-level position within your organization. Because this need is individualized, managers should provide challenging work, invite employees to participate in decision-making and give them flexibility and autonomy in their jobs to promote them work better.Maslow suggested that achieving one level motivates employees to achieve the next. Alternatively, once a need is satisfied, it is no longer a motivator because an individual will take action only to satisfied unmet needs.

How to satisfy employee's needsThe figure below shows some potential ways of satisfying employee needs according to Maslow's hierarchy of needs theory. Some of these are easy and inexpensive to implement, others are hard and costly. Also, the employees' needs may vary. However, if you manage to implement at least some of these strategies you will be looked at as more considerate, supportive and interested in your people's welfare.

NeedExamples

PhysiologicalCafeterias

Vending machines Drinking fountains

SecurityEconomic

Wages and salaries Fringe benefits Retirement benefits Medical benefitsPsychological

Provide job descriptions Avoid abrupt changes Solve employee's problemsPhysical

Working conditions Heating and ventilation Rest periods

BelongingEncourage social interaction

Create team spirit Facilitate outside social activities Use periodic praise Allow participation

Self-esteemDesign challenging jobs

Use praise and awards Delegate responsibilities Give training Encourage participation

Self-actualizationGive training

Provide challenges Encourage creativity