Name: Bayaoa, Glaiza Monica C.

Section: PSY501
ABRAHAM MASLOW’S THEORY OF MOTIVATION
Maslow (1943) initially stated that individuals must satisfy lower level deficit needs before
progressing on to meet higher level growth needs. However, he later clarified that satisfaction of
a needs is not an “all-or-none” phenomenon, admitting that his earlier statements may have given
“the false impression that a need must be satisfied 100 percent before the next need emerges”
(1987, p. 69). When a deficit need is 'more or less' met, it fades away, and our efforts become
routinely focused toward addressing the next set of unmet requirements. These become our most
pressing need. However, once they have been activated, development demands continue to be
felt and may even get stronger. Maslow (1943, 1954) stated that people are motivated to achieve
certain needs and that some needs take precedence over others.
Physical survival is our most fundamental necessity, and it will be the driving force behind our
actions. When that level is completed, we are motivated to move on to the next level, and so on.
1. Physiological needs - these are biological need for human life, such as air, food, drink,
shelter, clothes, warmth, sex, and sleep, to name a few.
The human body cannot operate efficiently if these demands are not met. Physiological needs are
the most essential, according to Maslow, because all other wants are secondary until these are
addressed.
2. Safety needs - Once an individual's physiological demands are met, security and safety
become more important. In their daily lives, people seek order, predictability, and
control. These requirements can be met by the family and society (e.g. police, schools,
business and medical care).
3. Love and Belongingness needs - Following the physiological and safety requirements, the
third level of human wants is social, which includes feelings of belonging. A human
emotional need for interpersonal interactions, affiliating, togetherness, and being a
member of a group is referred to as belongingness.
4. Esteem needs - Self-worth, accomplishment, and respect are the fourth level of Maslow's
hierarchy. Maslow divided esteem requirements into two categories: self-esteem (dignity,
success, mastery, independence) and esteem for others (reputation or respect) (e.g.,
status, prestige).
Maslow indicated that the need for respect or reputation is most important for children and
adolescents and precedes real self-esteem or dignity.
5. Self-actualization needs - are the highest levels in Maslow's hierarchy, and pertain to a
person's potential realization, self-fulfilment, personal progress, and peak experiences.
This level is defined by Maslow (1943) as the drive to achieve everything one can, to
become the best one can be.
 Over the course of several decades, Maslow refined his hypothesis based on the hierarchy of
needs notion. Maslow (1987) suggested that the hierarchy's structure is "not nearly as strict"
as he may have assumed in his previous explanation. External conditions or individual
characteristics, according to Maslow, may cause the hierarchy of needs to shift. He points
out, for example, that for some people, self-esteem is more essential than love. Others may
have a greater desire for creative satisfaction than even the most fundamental demands.
Maslow (1987) also stated that "every conduct tends to be multi-motivated." Maslow (1987)
also pointed out that most behavior is multi-motivated and noted that “any behavior tends to
be determined by several or all of the basic needs simultaneously rather than by only one of
them”.
Maslow's (1943, 1954) five-stage model has been enlarged to incorporate cognitive and
aesthetic requirements (Maslow, 1970a), as well as later transcendence demands (Maslow,
1970b) (Maslow, 1970b).
A seven-stage model and an eight-stage model, both created during the 1960s and 1970s, are
noted as modifications to the original five-stage model.
 Biological and physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc.
 Safety needs - protection from elements, security, order, law, stability, freedom from fear.
 Esteem needs - friendship, intimacy, trust, and acceptance, receiving and giving affection
and love. Affiliating, being part of a group (family, friends, work)
 Cognitive needs - which Maslow classified into two categories: (i) esteem for oneself
(dignity, achievement, mastery, independence) and (ii) the need to be accepted and
valued by others (e.g., status, prestige).
 Aesthetic needs - knowledge and understanding, curiosity, exploration, need for meaning
and predictability.
 Self-actualization needs - appreciation and search for beauty, balance, form, etc.
 Transcendence needs - A person is motivated by values which transcend beyond the
personal self (e.g., mystical experiences and certain experiences with nature, aesthetic
experiences, sexual experiences, service to others, the pursuit of science, religious faith,
etc.).
MAJOR CONCEPTS OF MASLOW’S THEORY OF MOTIVATION
Maslow believed that human wants may be structured into a hierarchy in order to better
understand what motivates people. This hierarchy includes everything from basic requirements
like food and water to more complex ideals like self-fulfilment. When a lower need is satisfied,
the following need in the hierarchy becomes our centre of attention, according to Maslow.
Maslow proposed that satisfying these requirements necessitated a number of conditions.
Possessing freedom of speech and expression, or living in a just and fair society, for example,
aren't explicitly addressed in Maslow's hierarchy of needs, but Maslow felt that having these
things made it simpler for individuals to meet their needs. Maslow also felt that humans had a
desire to learn new knowledge and get a greater understanding of the world around us, in
addition to these basic requirements. This is partly due to the fact that knowing more about our
surroundings helps us satisfy other needs; for example, learning more about the world may make
us feel safer, and acquiring a greater grasp of a topic that one is passionate about can help one
achieve self-actualization. Maslow, on the other hand, thought that the need to comprehend the
world around us is an intrinsic need. Despite the fact that Maslow organized his requirements in
a hierarchy, he recognized that addressing each need is not an all-or-nothing proposition. As a
result, people do not need to entirely satisfy one need before moving on to the next in the
hierarchy. According to Maslow, most people have each of their wants partially satisfied at any
one moment, and the requirements lowest on the hierarchy are often the ones toward which
people have made the greatest progress. Maslow also pointed out that one activity might satisfy
two or more wants. Sharing a meal with someone, for example, satisfies the physiological need
for nourishment while also satisfying the urge to belong. Working as a paid caregiver may also
bring a sense of social connection and purpose, in addition to providing revenue (which allows
them to pay for food and shelter).
APPLICATION IN THE HUMAN RESOURCE FIELD
Maslow also mentioned that a single action might satisfy two or more desires. For example,
sharing a meal with someone satisfies both the physiological need for food and the desire to
connect. In addition to generating income, working as a paid caregiver may provide a feeling of
social connection and purpose (which allows them to pay for food and shelter). According to
Maslow's theory, an individual is motivated based on his degree of wants, and his development is
determined by how well these needs are met at each level. Security, social requirements,
psychological needs, and suitable working circumstances are all fundamental needs. The needs
are met by ensuring that the workplace is secure and that employees are nice and polite. To
minimize excessive weariness, companies should also enable restroom and refreshment breaks,
as well as sensible working hours. Higher-level needs, such as self-actualization and self-esteem,
can be met by assigning hard assignments and rewarding employees with promotions and
bonuses. Regardless of the size of your organization, human resources rules are critical to
preserving employee relations. Motivating employees to achieve an organization's financial goals
while remaining true to its principles is a crucial HR challenge. Even during difficult
organizational transformations, HR managers may depend on a range of sources and research to
encourage staff. In general, motivational theories are based on intangible advantages, monetary
incentives, and organizational structure.
FUTURE APPLICATION OF THE THEORY
You may discover areas where Maslow's Hierarchy of Needs might be improved if you apply it
to your work life. Many of these needs may be met by your employer, but you must be conscious
of how your needs affect your overall effectiveness in particular positions. If you're afraid of
rejection, a profession in sales, for example, might make it more difficult to satisfy your
demands. You must be self-actualized to achieve the highest level of this motivating theory in
the workplace, which implies you recognize your talents, abilities, and what you're capable of
handling. Individuals who have attained the top level of Maslow's Hierarchy of Needs make up a
healthy and engaged workforce. The ability to recognize your needs and ensure that they are met
in a favourable manner can help you improve your chances of success. Your attitude may impact
people around you in the workplace when you feel comfortable, supported, a sense of belonging,
and self-actualized. Because engagement and motivation are typically team-based attitudes, a
group of people who believe their needs are being addressed can help to build a more positive,
engaging workplace culture. Employers with poor employee engagement have a greater rate of
turnover, as well as low morale and dissatisfied staff. A company may raise satisfaction while
also increasing engagement and motivation, which has an influence on productivity, by investing
in its employees' overall happiness. It's critical to consider whether your present job satisfies
your needs. Keep your needs high on your priority list since they are significant and useful. You
may also seek for methods to make adjustments in your professional life in order to create a
more pleasant and engaging work environment.