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Policy Theory Memorandum

College of Liberal Arts, Auburn University

Jordan Cummings

October 23, 2023

Overview

The theory of human motivation is defined, at its core, as meeting the needs of people so

that they can be as fulfilled and productive as possible. In Abraham Maslow’s proposed theory of

human motivation, he presents it as a hierarchy where to reach the next “level” of need one must

have sufficiently met the previous level. As described by Maslow, the” levels” are in order as

follows: physiological needs, safety needs, love needs, esteem needs, and self-actualization

needs.

Maslow argues that “physiological needs are the most prepotent of all needs (Maslow, p.

128). This means that of all the needs laid out above, those that are physiological (i.e., hunger,

thirst, sleep, shelter, etc.) are the most important. They are the basis for all other needs to be built

upon. If someone has not had their need for food met – they are living in a state of hunger – then

they cannot and very well may not care to aspire for their higher needs such as forming

relationships or securing long-term, stable employment. Once one has met all of their

physiological needs, their focus can then shift towards the needs of safety. At this level, one may

wish to attain stable employment and seek out health care, long-term living arrangements, and so

on. This stage is where one seeks a sense of stability. One who does not feel “safe” or those who

have not had this level of need met is behaving as if “a great catastrophe were almost always

impending” (Maslow, p. 131). They will be running about, constantly trying to make some sense
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of security and regularity for themselves. On the other hand, those who have met this need will

appear as well-adjusted, calm, and generally content members of society.

With the previous two needs met, one may aspire to form community and relationships.

At this level, one will seek to form relationships (both romantically and platonically) and find a

place where they can express themselves and feel accepted. The need for esteem is both within

and without one’s self. At this stage, one wishes to feel firm and confident in oneself while also

receiving outward validation from others through respect and recognition. In this stage, one

realizes their worth and wishes for others to do so as well. Finally, if all other needs are satisfied,

then they have reached Maslow’s final stage which he refers to as “self-actualization”. This stage

is categorized by one becoming, or at least attempting to become, who they believe they can and

want to be. Maslow states that the form of these needs “vary greatly from person to person. In

one individual it may take the form of the desire to be an ideal mother, in another it may be

expressed athletically, and in yet another it may be expressed in painting pictures or inventions”

(Maslow, p. 133). Self-actualization varies greatly amongst individuals, more so than any of the

previous needs. It is at this stage that people are their most satisfied and healthy.

Strengths and Weaknesses

As with any public administration theory, there are both strengths and weaknesses

associated with Maslow’s theory of human motivation. In the following sections, I will identify a

few of the positives of this theory while contrasting them with some of the hiccups one may face

when bringing this line of thinking into the public administration field.

Strengths

Maslow’s hierarchy of needs is a great tool for understanding the situation of others and

providing insight into their motivation (or lack thereof) toward certain goals. As administrators,
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we can take into consideration the vast and varying needs of individuals to respond accordingly

to those whom we serve. At a one-on-one level, this is much easier. For example, we can look at

others more holistically when evaluating them. Imagine someone has just lost their living

arrangements, for whatever reason, and the next day they come in to work and have a

performance evaluation done. As administrators, we can realize that they were not at their full

potential due to the lack of a need being met (in this case, a “safety” need). Compounded with all

other external implications of such a situation, we can then reassess our evaluation. On a more

grand scale, we can look at our organization as a whole and assess what we could be doing better

to ensure that the needs of those we serve are being met to increase efficiency. One such example

of this is providing a safe environment to conduct work in - making sure lighting is adequate,

that it’s neither too hot nor too cold, that breaks are given, etc.

Weaknesses

On the flip side, if we look at a group of people and place them on Maslow’s hierarchy

they most likely will all be at differing levels. If they are on the same level then they most

definitely will have different needs (i.e., if they are all at the base level of “psychological” needs,

one may require nutritional help while another may need a place to sleep). It would be a

momentous undertaking to try and adequately address the needs of all. With that in mind, one

must be careful when considering the needs of the individual. It is invaluable to remind oneself

that equity is more important than equality. But, where does one draw the line? While it may be

equitable to provide nutritional help to those in need, how do you go about determining who

receives help and who does not? How do you do so without harming the morale of those who do

not receive such benefits? As administrators, we need to be able to walk the line between equity

and equality while maintaining the overall morale of those whom we serve. This is especially
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true amongst those who are in a state of “physiological” or “safety” need for they are more likely

to perceive their situation as the most important and disregard the situation of others entirely.

Those at a higher level may be more willing to recognize the needs of others and understand the

services being handed out are equitable.

Concluding Summary: How it Influences Me As a Future Public Administrator

Maslow’s theory of human motivation is important for aspiring public administrators to

keep in mind when dealing with others in any circumstance, whether one is facing an issue with

the people they serve or the people they work with/for, as well as when thinking of themselves.

No matter who you are, basic needs affect how one approaches life. To make sure everyone is

reaching their full potential, as public administrators we need to do what we can to make sure as

many people as possible can climb the ladder of need.

When dealing with others, it is extremely important to remind oneself that how everyone

reacts to a situation is dependent upon so many different factors that almost no one has any

control over, let alone the person who is impacted. Therefore, treating others with dignity and

respect, no matter the situation, no matter how they are treating you, no matter how one truly

feels on the inside is something everyone should always be mindful of. While the person you are

dealing with may not be at the “self-actualization” portion of the hierarchy, at some level every

person desires to be treated with respect and heard. If the job is to serve the people, that is the

absolute least that can be done for them.

On a personal level, I will do my best to make sure my needs are met. As a public

administrator, my job to work with the public is one that serves a crucial role in American

society. Therefore, making sure I am at my best so my best can be given to the profession and

those whom I work for is something to strive for. I may not stay at the top of the hierarchy at all
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times; however, reacting and approaching situations with Maslow’s theory in mind is something

that can be engrained in my interactions with others.

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References

Maslow, A. H. A theory of human motivation. In A. C. Hyde & J. M. Shafritz (Eds.), Classics of

Public Administration (8th ed., pp. 127-133). Cengage Learning.