NEED HIERARCHY THEORY

Abraham H. Maslow, a prominent American psychologist, formulated a comprehensive

theory of motivation referred to as the 'Need Hierarchy Theory.' The concept of a hierarchy of
needs was initially presented in his 1943 paper titled "A Theory of Human Motivation" and
later expounded upon in his subsequent book, "Motivation and Personality." According to
this hierarchy, individuals are driven to satisfy fundamental needs before progressing to more
sophisticated ones.

The salient features of need hierarchy theory are -

● The primary motivator for people at work is the desire to fulfil their needs.
● Human beings actively pursue the satisfaction of a diverse array of needs.
● Human needs are intricate, manifold, and interconnected.
● These needs are structured hierarchically, with physiological needs forming the
foundational base and self-actualization needs occupying the pinnacle. The importance of
needs decreases as one ascends from the base to the top.
● Higher-level needs only become active motivators once the lower-level needs have been
at least partially met. The fulfilment of needs follows a sequential pattern from the base
of the hierarchy.
● Not all needs are experienced simultaneously; rather, individuals progress through a
continuous cycle of emerging needs throughout their lives.
● Once a need is satisfied, another need promptly takes its place. This perpetual process of
need satisfaction persists from birth to death, illustrating the perpetual nature of human
desires.
● Satisfied needs cease to drive behaviour; it is unsatisfied needs that govern an
individual's actions.
● The various levels of needs are interdependent and overlapping, with higher-level needs
arising before lower-level needs are entirely fulfilled.
 1. Physiological Needs:
These constitute the fundamental requirements for survival, encompassing essentials like air,
water, sustenance, and sleep. They serve as the primary and imperative motivating force,
necessitating repeated satisfaction, albeit within finite limits. For instance, an individual
requires a fixed amount of food on a daily basis.

2. Safety Needs:
Following the fulfilment of physiological needs, attention shifts towards safety and security,
covering aspects of physical, financial, and emotional well-being. Examples include a secure
job, a safe residence, and access to healthcare. While these needs are finite, they may act as
motivators in response to unpredictable management actions.

3. Social Needs (Love and Belonging):

Once safety needs are met, individuals yearn for social connections, love, and a sense of
belonging. This involves fostering relationships, friendships, family bonds, and feeling
accepted and valued by others. These needs address the realm of the mind and spirit rather
than the physical body, and organisations can influence them through supervisory practices,
communication systems, and work groups.

4. Esteem Needs:
Following the satisfaction of social needs, individuals turn their focus toward gaining a sense
of self-worth and acknowledgment from others. This encompasses the desire for
achievement, competence, and respect. Esteem needs manifest both internally (self-respect,
confidence) and externally (status, recognition).

5. Self-Actualization:
At the pinnacle of the hierarchy lies self-actualization, denoting the realisation of one's full
potential and personal growth. This pursuit involves actualizing personal goals and
aspirations.

CRITICAL APPRAISAL

Maslow's priority model of motivation has gained extensive popularity because it is simple
and logical. It is compatible with the economic theory of demand. The theory helps to explain
why a person behaves differently in two similar situations. It provides an insight into what is
common to alt. It extends to all areas of human life and is not limited to work situations
alone. But there is little empirical support for it because its propositions could not be
vigorously tested through empirical research. The theory could not be validated but it is said
to contain some fundamental truths which do not require any proof. However, the theory is
widely criticised for the following reasons:

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​ 1) Needs do not singularly dictate behaviour; individuals pursue objects and engage in
actions that may not necessarily be linked to the satisfaction of needs. Other motivating
factors, such as perceptions, expectations, and experiences, also play a crucial role.
​
​ 2) The theory oversimplifies human needs and motivation. The recognition and fulfilment of
needs do not consistently adhere to the specific sequence or hierarchy proposed by Maslow.
The categorization of needs is somewhat artificial and arbitrary, as human needs resist easy
classification into distinct, rigid compartments. Consequently, the theory may lack universal
applicability.
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​ 3) The hierarchy of needs is not rigidly fixed; individuals may prioritise differently. For
instance, creative individuals like singers or painters might find self-actualization needs to be
a dominant motivating force even before lower-order needs are satisfied. Moreover, an
individual's needs and priorities can evolve over time, challenging the idea of a static need
structure. Maslow's model doesn't adequately account for individual differences, as people
vary in the intensity of their various needs.

4) Maslow's theory is constructed on a relatively limited sample size, originating from

clinical observations with a focus on individual analysis. Acknowledging its clinical
derivation, Maslow presented the model with reservations for those who emphasise
conventional criteria such as reliability, validity, and representative sampling.

5) Definitive evidence is lacking regarding the notion that a satisfied need loses its motivating
force. Additionally, the automatic progression from the satisfaction of one need to the
activation of the next in the hierarchy is questionable. Individuals may not necessarily aspire
to higher-order needs once lower-order needs are fulfilled. Human behaviour is shaped by the
simultaneous interaction of multiple needs, and the same need may elicit different responses
across individuals. Likewise, a single behaviour can be attributed to various needs,
highlighting the absence of a straightforward cause-and-effect relationship between needs and
behaviour.

CONTRIBUTION TOWARDS MANAGEMENT

In the context of management, Maslow's Hierarchy of Needs theory has influenced several
areas:

1)Employee Motivation:The hierarchy offers managers valuable insights into the

motivational factors that influence employees. By identifying and addressing various levels
of needs, managers have the opportunity to cultivate a work environment that inspires and
motivates. Recognizing these diverse needs allows for the creation of strategies that resonate
with employees on a personal level, contributing to a more engaged and satisfied workforce.
2) Team Dynamics:A comprehension of the social needs within Maslow's hierarchy can be
instrumental for managers in fostering strong team dynamics. Building positive relationships
among team members is crucial for team cohesion. Managers can leverage this understanding
to create a workplace culture that encourages collaboration, communication, and a sense of
belonging, ultimately leading to more effective and harmonious teams.

3) Leadership and Recognition:Effective leaders grasp the significance of addressing

esteem needs within the hierarchy. Providing constructive feedback and acknowledgment
fulfils these needs and contributes to a positive work environment. Leadership practices can
be tailored to align with employees' pursuit of self-worth and recognition, enhancing overall
job satisfaction and commitment.

5) Practical Application for Managers and Leaders:For those in managerial or leadership

roles, Maslow's theory provides a practical framework for understanding and meeting
employees' needs. This knowledge equips leaders with the tools to motivate their teams
toward positive discretionary behavior. By recognizing and addressing the diverse needs of
individuals within the team, managers can foster a work culture where employees are not just
obligated but willingly engage in positive actions, contributing to a more productive and
fulfilling work environment.
 PLAGIARISM REPORT
(By smallseotools website)

Works Cited

● Channell, Matthew. “Maslow's Hierarchy of Needs: How Leaders Motivate Their

Teams.” TSW Training,
https://www.tsw.co.uk/blog/leadership-and-management/maslows-hierarchy-of-needs/
. Accessed 14 November 2023.
● Cherry, Kendra. “Maslow's Hierarchy of Needs.” Verywell Mind, 14 August 2022,
https://www.verywellmind.com/what-is-maslows-hierarchy-of-needs-4136760.
Accessed 14 November 2023.
● Gupta, C. B. Management: Theory and Practice. Sultan Chand, 2012.