MOTIVATION – MASLOW’S

HIERARCHY OF NEEDS
BY TANAKA ZVAREVA
DEFINITIONS

• In business, Motivation refers to the desire of workers to see a job done

effectively and efficiently.
• However, the general definition of Motivation is that this is the process that
initiates, guides, and maintains goal-oriented behaviors.
WHAT IS TO MOTIVATE

• Motivation is the word derived from the word 'motive' which means needs,
desires, wants or drives within the individuals.
• It is the process of stimulating people to actions to accomplish the goals.
• In the work goal context the psychological factors stimulating the people's
behavior can be - desire for money, for example.
THE IMPORTANCE OF THE MOTIVATING

• Puts human resources into action

• Improves level of efficiency of employees
• Leads to achievement of organizational goal
• Builds friendly relationship
• Leads to stability of work force
MASLOW’S HIERARCHY OF NEEDS
PHYSIOLOGICAL NEEDS

• Physiological needs are the lowest level of Maslow's hierarchy of needs.

• They are the most essential things a person needs to survive.
• They include the need for shelter, water, food, warmth, rest, and health.
• A person's motivation at this level derives from their instinct to survive.
SAFETY NEEDS

• Safety needs include those needs that provide a person with a sense of

security and well-being.
LOVE AND BELONGING

• The third level of Maslow's hierarchy of needs is love and belonging needs.

• Humans are social creatures that crave interaction with others.
• This level of the hierarchy outlines the need for friendship, intimacy, family,
and love.
• Humans have the need to give and receive love; to feel like they belong in a
group.
SELF-ESTEEM

• In order for you to be motivated to take on challenges, especially if they

seem difficult or involve doing something new, you need a positive view of
who you are and what you can do.
SELF-ACTUALISATION

• Maslow's quote refers to self-actualization, which is the highest level or stage

in his model of human motivation: the 'Hierarchy of Needs’.
• According to the hierarchy of needs, self-actualization represents the
highest-order motivations, which drive us to realize our true potential and
achieve our 'ideal self’.
LIMITATIONS OF MASLOW'S APPROACH

• Not everyone has the same needs as is assumed by the hierarchy.

• In practice it can be very difficult to identify the degree to which each need
has been met and which level a worker is on.
• Money is necessary to satisfy physical needs, yet it might also play a role in
satisfying the other levels of needs, such as status and esteem.
• Self-actualisation is never permanently achieved – as some observers of the
hierarchy have suggested. Jobs must continually offer challenges and
opportunities for fulfillment, otherwise regression will occur.
APPLICATIONS OF THE HIERARCHY IN
MODERN BUSINESS
• Every business wants their employees to think big, work hard, be inspired,
and even be inspirational. Psychologist Abraham Maslow may have provided
a blueprint.
• We can apply Maslow's Hierarchy of Needs to show how employees can be
supported to reach the highest levels of self-actualization - enabling
businesses to achieve excellence and financial success.
PRACTICAL EXAMPLES

• Maslow's Need: PHYSIOLOGICAL

• Business Application: Safe work environment. Proper lighting. Clean
facilities. Airflow. Heat. The correct tools to do the best job.
• Example: Google has bicycles and electric cars to get staff to meetings,
gaming centers, organic gardens, and eco-friendly furnishings. The company
wants to make its employees' lives more comfortable, and they are
continually searching for ways to improve the health, well-being, and morale
of its Googlers.
• Maslow's Need: SAFETY
• Business Application: Treat coworkers with respect. Allow them the freedom
to take risks and not be harshly criticized or humiliated.
• Example: The fact that the CEO of Facebook, one of the world's most
dynamic and fastest growing companies, is meeting with entry-level
employees says a lot about the way Mark Zuckerberg does business. Rather
than slotting people into roles based on age and experience, Facebook values
everyone's ideas in clear and distinct ways.
• Maslow's need: LOVE AND BELONGING
• Business Application:  Give everyone the opportunity to be heard. Create a sense of
community. Coworkers are part of something bigger than themselves. They have a
clear understanding of a value-centered mission.
• Example: HBO’s Corporate Social Responsibility team unites HBO employees, talent
and non-profit partners to make a difference on social issues, connected to their
industry, and their communities. Employees are inspired from their top-down
leadership to educate, take action and help make the world a better place.
• Maslow's need: SELF - ESTEEM
• Business Application: Empowerment. Public praise. Employee recognition
programs. Understanding that each person's job contributes to the ultimate
success of the company. Making everyone feel valued and important.
• Example: Southwest gives employees “permission” to go the extra mile to
make customers happy, empowering them to do whatever is necessary to
meet that vision.
• Maslow's need: SELF-ACTUALIZATION
• Business Application:  Give employees the opportunity to think big, to be creative, to
have a vision for the future, to reinvent, and provide direct input to senior leadership.
• Example: Google offers its employees one of the most innovative work environments.
The company cares so much about innovation that it has set forth nine principles of
innovation. One of their tenets encourages Google employees to spend 20% of their
time pursuing innovative ideas about which they are passionate, resulting in products
and applications like Google News, Google Alerts and Google Maps Street View.
 CONCLUSION
• Maslow's model is a reminder that leaders and their businesses are served best when they look
at the world with an “outward mindset,” from the perspective of their stakeholders,
demonstrating authentic empathy, concern, and compassion, while establishing, articulating,
and modeling clear and measurable values, standards and expectations.
• An effort to understand the physiological, safety, belonging, and esteem needs of those
stakeholders is essential to creating an environment where people are trusted and supported in
their pursuit of excellence.
• Establishing a model of “participatory management,” where employees are involved in the
decision-making process, where their input is sought and valued. When they feel like they are as
important as what they do, it will result in the true dedication that all leaders need to maximize
their company’s performance.
• Leaders always espouse a desire for teamwork, but they often forget their own role in
establishing a collaborative team feeling that drives performance and results.
THAN YOU FOR LISTENING