Source: (CFI Team, 2023)
Since this blog focuses on drawing links to emerging, modern perspectives of any given theory that is relevant to HRM, I am able to find that the modern perspective is that these levels overlap. It appears that individuals who progress along the hierarchy, find stronger affinities to the higher levels, all the while continuing to pursue lower levels of the hierarchy, with much less intensity (CFI Team, 2023).
A few years after releasing the basic hierarchy, Maslow upgraded it to a 7 stage one in 1970, which included cognitive and aesthetic needs (EPM, 2020). There came to be more clarity on needs being either - needs that addressed a deficiency, or needs that addressed growth. It included more 'growth needs.'
Thereafter, he made a further upgrade to the 7 stage hierarchy by adding one more, final level to the growth needs - 'Transcendence' which focused on spiritual development of the individual. This brought his hierarchy to a total of 8 levels of needs.
Source: (EPM, 2020)
In this article, I focus on the growth needs, in light of their relevance to aspects of work design and job design for organisations. I opine that where an organisation is able to sufficiently address these two needs specifically in their organisational designs, such an organisation would benefit from a significant increment in employee performance, efficacy, productivity and thereby, success for the organisation.
Let's start with self-esteem needs. This is where a person desires to feel respected, to have acquired a status and recognition in society and in the industry. This level of needs follows after the social needs of feeling loved and a sense of belonging. In the workplace, you do not necessarily seek to be loved. Instead, you seek respect from others, fame, prestige, to feel confident, self-respect, independence and freedom (CFI Team, 2023). This informs work and job design, by suggesting that organisations should have mechanisms that; encourage a respectful work culture where employee opinions are heard; practice employee appreciation; provide employee incentives; and facilitate efficient grievance handling.
The cognitive needs level addresses the need to expand one's knowledge. Maslow identifies an individual's needs to discover, experiment, and learn, as a crucial step towards self actualisation, within this level (EPM, 2020). This level focuses on opening one's mind to new knowledge and developing new perspectives. This informs work and job design, by encouraging organisations to provide opportunities to employees for learning and development. If you have read my previous article on learning and development in organisations, you would understand that it is a process that goes beyond basic training. If employees are to expand their understanding about the work they do, and the work they could perform in the future, and develop new perspectives and approaches, this needs to be supported by organisations as well. The ripple effect of employees who are often engaged in business supported learning and development activities is greater levels of productivity, innovation and success for the organisation as a whole.
The individual then progresses on to the aesthetic needs level. Maslow indicates that at this level, an individual desires to find a sense of appreciation of the good things in life, or find a sense of balance (EPM, 2020; McLeod, 2018). The latter is relevant to inform work and job design in organisations. A current theme in HRM is that of ensuring work-life balance. I have addressed this in my previous articles as well. Jobs and workplace culture should be tailored in a manner that appreciates balance between an individual's work life, and personal life. It should take into account the prevalence of an 'always-on' culture at present, driven by new technological advancements. Some suggestions to this end would include, company policies drafted to reflect that employees must switch off from work for the day after a certain time (e.g. 6 P.M.) and that employees are discouraged from answering client calls at night, or during the weekends, unless urgent. Such policies should be communicated to the clients as well. Companies can organise; company outings once a month; and bring your child to work days for this. Having flexible work arrangements such as hybrid working is also a good way to help employees achieve this level of needs.
Self actualisation needs are next on the hierarchy. Maslow intended to capture the need to feel fulfilled, doing what an individuals loves and is capable of doing through this level (McLeod, 2018). This level is extremely unique and intrinsic to each individual, and is dynamic also. For organisations, this level is quite a tough one to figure out. It requires taking a deeply personalised approach to understanding each employee individually, and tailoring systems to help them achieve this level of needs. In that sense, using HR-tech such as Neuro-tech powered by artificial intelligence could help to get a closer understanding of each employee. The privacy concerns associated with this suggestion is a debate for another day. However, when organisations find the method to support employees to achieve self actualisation, they will be able to witness individuals who perceive reality efficiently, tackle uncertainty with ease, act objectively, are highly creative, are diplomatic and democratic, and are disciplined and ethical (McLeod, 2018). All these are great qualities to have in an employee of your organisation.
Transcendence is at the apex of Maslow's hierarchical pyramid and addresses the spiritual needs that an individual has (EPM, 2020). This is even harder for organisations to address in work and job design. However it is not entirely impossible to include as well. I suggest here to implement yoga and meditation practices within the workplace, which employees are able to access for at least an hour in their day. These will help individuals to explore the possibility of a still mind, which could contribute immensely to employee performance levels in the long run.
In conclusion, it can be suggested that Maslow provides some great insights to HRM professionals when it comes to designing work and job roles, through his hierarchy of needs. It is easy to understand that individuals are driven by desires to achieve more, and this hierarchy is a map which captures this journey.
Motivation truly is the inherent factor in all that we do. The difficulties only seem to arise at the self-actualisation and transcendence levels because they are unique to each individual, and there is no metric for testing it empirically. Despite the ambiguity in some of the levels, the Theory of Motivation provides a holistic approach to work and job design. Organisations should make an effort to factor it in.
Reference List
CFI TEAM (2023). Maslow’s Hierarchy of Needs. [online] Corporate Finance Institute. Available from https://corporatefinanceinstitute.com/resources/management/maslows-hierarchy-of-needs/ [Accessed 22 March 2023]
EPM (2020). Maslow’s Hierarchy of Needs Explained. YouTube. Available from https://www.youtube.com/watch?v=xT6BpFhPsfY [Accessed 22 March 2023]
McLeod, S. (2018). Maslow’s Hierarchy of Needs. [online] Simply Psychology. Available from https://canadacollege.edu/dreamers/docs/Maslows-Hierarchy-of-Needs.pdf [Accessed 22 March 2023]
Sprouts (2017). Maslow’s Hierarchy of Needs. [online video]. Available from https://www.youtube.com/watch?v=O-4ithG_07Q [Accessed 22 March 2023]
Tanner, R. (2023). Motivation – Applying Maslow’s Hierarchy of Needs Theory. [online] Available from https://managementisajourney.com/motivation-applying-maslows-hierarchy-of-needs-theory/#maslow-what [Accessed 22 March 2023]
Well written. Understanding this helps to address a customers needs at each level and tailor messages. It's also good for creating impactful and empathetic campaigns.
ReplyDeleteThank you for your kind feedback. I did not think of creating empathetic campaigns when I wrote this. It is definitely something to think about and work on for a future article.
DeleteHi Thanuki great explanation for Maslow's theory on the organizational aspect. You mentioned the new concept of "always on", my idea is that employers & employees should have the skill of Time Management in order to complete the tasks within the time frame. Therefore they don't always need to stay alert about their jobs/work.
ReplyDeleteThank you for the insight you've provided while engaging with my article, Piumi. Indeed, time management is a crucial aspect that must be considered. To add to that, I also think that from the organisation's end, it is essential that the organisation understands that it cannot expect its employees to always be available to attend to tasks, irrespective of the time. Companies must draw clear boundaries and ensure that employees have their personal time.
DeleteTotally agreed with the comment.
DeleteGreat! Glad to have been able to clarify this further.
DeleteA very keen and insightful article. The idea that the borders between each are not solid is interesting.
ReplyDeleteIndeed it is interesting! I hope to explore this theory more in upcoming articles if possible. Thank you for your kind feedback.
DeleteHi Thanuki, it is an interesting topic, the Maslow’s hierarchy of needs. The HRM perspective, the levels of satisfaction of employees are not limited, once a need is fulfilled look for other need. Ex. employee compensation, benefits & facilities, engagements, promotion etc. The needs are difference to employee to employee. As leaders, it has to be managed in a strategically to achieve the organizational short term and long term objectives.
ReplyDeleteGreat observation, Chamara. I find this hierarchy to be an excellent guide for HRM professionals to truly understand employee needs.
DeleteVery well explained. Work life balance is a much spoken topic across all industries. Companies who can support their employees to balance their work and personal life would always gain an advantage among their competitors. Work-from-home is a current concept that is being practiced by most organizations as a tool for employee work life balance. This benefits the employees, specially the females, to manage their personal commitment and career without sacrificing one over the other.
ReplyDeleteGood observation, Kabilashini. Don't you find it interesting how the Theory of Motivation captures most of these needs, expectations and actions, and provide an explanation as to why employees and employers interact the way that they do?
DeleteWell said Thanuki, it's very usefull for manage our workload. Thank you to share this theory.
ReplyDeleteGlad this article is useful for you, Nilufa.
DeleteHi Thanuki, interesting blog on Maslow's hierarchy of needs. It's fascinating how basic needs shape our behaviour as human beings. What I found particularly impressive about this theory is its recognition that different people prioritize different needs. This means that there's no one-size-fits-all approach. In order to reach our full potential, it's essential to identify and cater to our individual needs. When we do so, we can tap into our true selves and achieve self-actualization.
ReplyDeleteGreat observation, Praveen. It certainly helps HRM professionals understand that a one-size-fits-all approach will only limit employee potential drastically. The ripple effect of this would be a reduction of overall productivity in the long term.
DeleteHi Good article with valuable takeaways. According to Maslow, As per your view, what are the needs that can create internal pressures to influence a human behavior.?
ReplyDeleteThank you for engaging with my article. With regard to your question, I believe it is safe to say that all needs described by Maslow have an impact on a human's behaviour. He has covered the full range from physical/ physiological needs to mental and spiritual needs. Each of these have a unique impact on the way a person acts, in order to fulfil it. It is wrong to pick one or two out of this extensive list, which is in itself non-exhaustive.
DeleteSelf-actualization refers to the fulfillment of one's potential and the desire to become everything that one is capable of becoming. This involves pursuing personal growth and development, exploring one's creativity and talents, and engaging in activities that are meaningful and fulfilling as we have discussed. On the other hand, transcendence involves going beyond oneself and focusing on the needs and well-being of others, rather than just oneself. Transcendence requires a shift in focus from personal growth to the growth and development of others and the community. While self-actualization and transcendence are related and may be interconnected, the latter stage is not simply an extension of the former. Rather, transcendence involves a shift in perspective and focus from the self to others, which is a fundamentally different orientation than the pursuit of personal growth and development. In other words, self-actualization is about fulfilling one's own potential, while transcendence involves helping others to fulfill their potential.
ReplyDeleteI appreciate your take on this, Lasni. I have a similar understanding of this. However, I do see an extension of the self actualisation stage too. If I am to explain in which situations do I see the extensions being drawn, I would say it is in situations where you are motivated to take on unique projects such as writing a book about a pressing world issue, or writing a movie script, or engaging in meditation practice for instance. These are not activities that you do to exclusively help others with no connection to oneself, but rather a further exploration of your self in a way. As such, I think that both these views can co-exist, without impeding on the other.
ReplyDeleteGood theory approached in human resource management Thanuki . Fulfilling Maslow's hierarchy of needs directly impacts job satisfaction. Maslow's hierarchy is also known as Maslow's theory of motivation . When you understand Maslow's hierarchy of needs, you can use it as a rubric to evaluate the environment and culture of your workplace. By working to help your employees meet their basic needs, you are making it possible for them to be motivated toward higher goals within the organization.
ReplyDeleteAbsolutely! Great observations based on my article, Nilushi. I am equally intrigued by the inherent connection that Maslow's Theory of Motivation has with HRM. I never realised it until I started delving deeply into it. It most certainly is an excellent rubric for HRM.
DeleteExcellent Article. Its provide a clear overview of Maslow's hierarchy of needs, and how it can be applied to work and job design in modern organizations. According to my understand its explaining each level of needs and providing specific examples of how organizations can address these needs to improve employee performance and productivity. My questions are How do the needs of employees difference based on their job industry or career stage? and how can organizations adjust their work and job design strategies to meet these varying needs?
ReplyDeleteThank you for your kind feedback, Eashan. I believe I have addressed your questions in my article. Specifically read from the discussion on aesthetic needs onwards. Moreover, the article as a whole focuses on what you have asked me about.
DeleteThe article presents an intriguing perspective that the levels of needs in Maslow's hierarchy are not completely distinct and can overlap. This means that individuals can continue to pursue lower level needs while also seeking to satisfy higher level needs with greater intensity.
ReplyDeleteGreat observation, Lalindra. I too found this theory to be impressive in many ways. It seems so simple, yet so profound. A guide, if you will, for HRM professionals.
DeleteThank you for the great article. Your ability to concisely explain complex psychological theories while making them relevant to the HR context is commendable. The practical applications and suggestions you provided on how to harness these theories for employee motivation and engagement demonstrate a deep understanding of the subject matter.
ReplyDeleteI would like to suggest you consider examining the impact of workplace culture and leadership styles on employee motivation. Discussing various leadership approaches, such as transformational, servant, or democratic leadership, and how they can influence motivation levels within an organization could be a valuable addition to your series on motivation. Offering practical tips for leaders on how to create an environment that fosters motivation and supports employee growth could provide actionable guidance for your readers.
Thank you for your kind feedback, Prasadi. The thought to discuss leadership styles did cross my mind, however, I avoided delving into that area as it is quite a broad one, and could make this article quite bulky for reading. It is certainly a good idea for an extension of this discussion, nevertheless.
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