subject: Motivation - Applying Maslow's Hierarchy of Needs Theory [print this page] Once these basic needs are met, the employee will want his "belongingness" (or social) needs met. The level of social interaction an employee desires will vary based on whether the employee is an introvert or extrovert. The key point is that employees desire to work in an environment where they are accepted in the organization and have some interaction with others. This means effective interpersonal relations are necessary. Managers can create an environment where staff cooperation is rewarded. This will encourage interpersonal effectiveness. Ongoing managerial communication about operational matters is also an important component of meeting employee's social needs. Employees who are "kept in the dark" about operational matters and the future plans of the organization often feel like they are an organizational outsider. (This last point is especially important for virtual employees whose absence from the office puts an extra obligation on managers to keep these employees engaged in organizational communications.)
With these needs satisfied, an employee will want his higher level needs of esteem and self-actualization met. Esteem needs are tied to an employee's image of himself and his desire for the respect and recognition of others. Even if an individual does not want to move into management, he probably does not want to do the same exact work for 20 years. He may want to be on a project team, complete a special task, learn other tasks or duties, or expand his duties in some manner. Cross-training, job enrichment, and special assignments are popular methods for making work more rewarding. Further, allowing employees to participate in decision making on operational matters is a powerful method for meeting an employee's esteem needs. Finally, symbols of accomplishment such as a meaningful job title, job perks, awards, a nice office, business cards, work space, etc. are also important to an employee's esteem. The important consideration for managers is that they must provide rewards to their employees that both come from the organization and from doing the work itself. Rewards need to be balanced to have a maximum effect.
With self-actualization, the employee will be interested in growth and individual development. He will also need to be skilled at what he does. He may want a challenging job, an opportunity to complete further education, increased freedom from supervision, or autonomy to define his own processes for meeting organizational objectives. At this highest level, managers focus on promoting an environment where an employee can meet his own self-actualization needs.
The basic idea of Maslow's Hierarchy of Needs is that our needs are constantly changing. As one need is met, we desire other needs. This makes sense. Will the raise we received 3 years ago motivate us for the next 10 years? Will the challenging job we began 5 years ago have the same effect on us today? Will the performance award we received last year completely satisfy our need for recognition for the rest of our lives? The answers to all of these questions is clearly, no. This is the beauty of Maslow's theory of motivation. Employee needs change with time. This means that managers must continually adapt to employees' changing needs if they want to keep their workforce motivated. Maslow understood these truths!
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Robert Tanner is President of Business Consulting Solutions LLC, the author of Why Smart People Fail at Management (available at GetToThePointBooks.com), and an Adjunct Professor of Management. He provides training and development, managerial and organizational assessments, and management coaching services. With over 20 years of management experience, Robert is a seasoned business practitioner. His clients include Fortune 100 firms, start-up firms, and public agencies. He is a frequent seminar trainer on management and leadership and was featured in Smart Business Magazine. Robert is professionally certified to administer a variety of behavioral and psychological type assessments including Myers Briggs Type Indicator (MBTI) and Fundamental Interpersonal Relations Orientation-Behavior (FIRO-B).
