1. Presentation by: James Trubia and Eric Lane
Administrative Theory CRJU 0624-501: Dr. Rizzo
April 7, 2015
2. Born April 1, 1908 in
Brooklyn, New York.
His parents were
Samuel and Rose
Maslow. He died June
8, 1970.
3. Parents were Jewish emigrants from Russia that
treated him very poorly
◦ Father constantly degrading him
◦ Mother was unloving and showed no sign of affection
◦ A loving uncle brought him up by teaching him norms
and values of daily life
Humanistic psychologist
4. “I was a little Jewish boy in the non-Jewish
neighborhood. It was a little like being the first
negro enrolled in an all-white school. I was
isolated and unhappy. I grew up in libraries and
among books without friends.”
“It is as if Freud supplied us the sick half of
psychology and we must now fill it out with the
healthy half.”
6. Developed the psychological theory “Hierarchy of
Needs” in 1943
Believes hierarchy to be successful framework in
research, management, and institutions
Used the terms “physiological”, “safety”,
“belongingness”, “love”, “self-transcendence”
7.
8.
9. Key requirements for human survival
If need are not met, the human body cannot
function properly
If these needs are not met, the human is only
motivated to meet these needs
◦ All others at this moment are irreverent
10. Idea of “safe” feeling
Absence of safety exposes people to traumatic
disorders or trauma
Needs include
◦ Job security and fair wages
◦ Stable working environment
11. The feeling of belongingness
Cooperative teamwork
Promote a life and work balance
Social concerns
◦ Team becomes the need
12. Humans have the need to feel respected
Value the employee
Positive feedback
Recognition/Awards
13. Refers to what a persons full potential
Desire to accomplish everything that one can
possibly do
Get an employee involved in decisions
Allow autonomy by employees when needed
Achievements
14. Why?
◦ Motivated employees
Needed in our rapidly changing workplaces
Help organizations survive
Production
15. High employee performance
Low employee turnover and absenteeism
Better organizational image
Acceptability to change
Better productivity
16. Communicate and get to know employees and
coworkers
Listen to what their needs are
Tailor leadership and work place environment to
meet individual needs
17. Provide comfortable working conditions
Reasonable work hours
Reasonable breaks
◦ Bathroom
◦ Eat and drink
18. Feeling of safe working conditions
Secure compensation/benefits
Job security
21. Allow for decision making
Give challenging work
Desire for personal achievement
22. Ranking system?
Is there really a hierarchy?
◦ Are the levels in the correct order?
Meaning of “self-actualization”
Each newborn has a unique sets of needs
because of environment, growth
Editor's Notes
Maslow was a very interesting character to say the least. He was born in the early 20th century in 1908 in New York to the parents of Sam and Rose Maslow. His parents were emigrants from Russia and to say that he was treaty very poorly from them it would be an absolute understatement. Nowadays if parents treated their children in these ways there would be doubt that DCF would be knocking on their door and taking Abraham into the states custody.
His father constantly degraded him every time he had the chance. Between calling him names, calling him ugly, he father did everything he could to possibly put down his child. His mother was not much different. She was very unloving and showed no affection towards Abraham. You could say he had a pretty terrible home environment. He was lucky enough in his life to have an uncle that took him under his wing. This uncle was his mother brothers, who noticed the treatment that the child was receiving. This uncle was the type of person that one would hope their father would be. He taught him everything he needs to know to survive in everyday life and even the simplest things like the norms and values of society. Also it is very important to mention that he was a humanistic psychologist. Humanistic psychologists share this belief that every person has a very strong desire to reach his or her full potential. In humanistic psychology, it holds that people are inherently good, which is often criticized. Maslow coined the phrase “self-actualization” that we will discuss in greater detail as we move along.
Maslow studied what he called exemplary people such as Albert Einstein, Jane Addams, Eleanor Roosevelt, and Frederick Douglass rather than mentally ill or neurotic people, writing that "the study of crippled, stunted, immature, and unhealthy specimens can yield only a cripple psychology and a cripple philosophy." Maslow studied the healthiest 1% of the college student population
One popular quote that I thought I should mention directly relates to Maslow studies and why he studies these types of aspects of life. It is “I was a little Jewish boy in the non-Jewish neighborhood. It was a little like being the first negro enrolled in an all-white school. I was isolated and unhappy. I grew up in libraries and among books without friends”. It is sad to think about but this led him to gain a great deal of intelligence and knowledge that lead to some of the very popular motivational theories in our history.
Sigmund Freud was another psychologist that focused his studies on psychoanalytic theories. Those theories have the same goal of achieving this whole idea of self-actualization. Just another quote that shows that Maslow focused on the good of people would be “It is as if Freud supplied us the sick half of psychology and we must now fill it out with the healthy half”
Maslow developed this theory in 1943. This was the first pieces of work that introduced the idea of the hierarchy of needs. Maslow wanted to understand what motivated people. He believed that people posses a set of motivation systems unrelated to rewards or unconscious desires. Maslow (1943) stated that people are motivated to achieve certain needs. When one need is fulfilled a person seeks to fulfill the next one, and so on.
The earliest and most widespread version of Maslow's (1943, 1954) hierarchy of needs includes five motivational needs, often depicted as hierarchical levels within a pyramid. This five stage model can be divided into basic (or deficiency) needs (e.g. physiological, safety, love, and esteem) and growth needs (self-actualization). The deficiency or basic needs are said to motivate people when they are unmet. Also, the need to fulfill such needs will become stronger the longer the duration they are denied. For example, the longer a person goes without food the more hungry they will become.
One must satisfy lower level basic needs before progressing on to meet higher level growth needs. Once these needs have been reasonably satisfied, one may be able to reach the highest level called self-actualization. Every person is capable and has the desire to move up the hierarchy toward a level of self-actualization. Unfortunately, progress is often disrupted by failure to meet lower level needs. Life experiences including divorce and loss of job may cause an individual to fluctuate between levels of the hierarchy.
Maslow noted only one in a hundred people become fully self-actualized because our society rewards motivation primarily based on esteem, love and other social needs.
Maslow based his hierarchy pyramid of needs on the idea that human behavior is based off of unsatisfied needs.
Physiological needs are the physical requirements for human survival. If these requirements are not met, the human body cannot function properly and will ultimately fail. Physiological needs are thought to be the most important; they should be met first.
Air, water, and food are metabolic requirements for survival in all animals, including humans. Clothing and shelter provide necessary protection from the elements. While maintaining an adequate birth rate shapes the intensity of the human sexual instinct, sexual competition may also shape said instinct.
This whole idea makes sense. If these needs are not met, then the individual will only be motivated to meet them. If you think about yourself, when is the last time you were very hungry? It is highly likely that during that time period you could not focus on anything rather than what and when your next meal would be.
With their physical needs relatively satisfied, the individual's safety needs take precedence and dominate behavior. In the absence of physical safety – due to war, natural disaster, family violence, childhood abuse, etc. – people may experience post-traumatic stress disorder or other types of trauma. In the absence of economic safety – due to economic crisis and lack of work opportunities – these safety needs manifest themselves in ways such as a preference for job security, grievance procedures for protecting the individual from unilateral authority, savings accounts, insurance policies, reasonable disability accommodations, etc. This level is more likely to be found in children because they generally have a greater need to feel safe.
Safety and Security needs include: Personal security, Financial security, Health and well-being, Safety net against accidents/illness and their adverse impacts
After physiological and safety needs are fulfilled, the third level of human needs is interpersonal and involves feelings of belongingness. This need is especially strong in childhood and can override the need for safety as witnessed in children who cling to abusive parents. Deficiencies within this level of Maslow's hierarchy – due to things like neglect, shunning, etc. – can impact the individual's ability to form and maintain emotionally significant relationships in general, such as: Friendship, Intimacy. Family
According to Maslow, humans need to feel a sense of belonging and acceptance among their social groups, regardless whether these groups are large or small. For example, some large social groups may include clubs, co-workers, religious groups, professional organizations, sports teams, and gangs. Some examples of small social connections include family members, intimate partners, mentors, colleagues, and confidants. Humans need to love and be loved – both sexually and non-sexually – by others.[2] Many people become susceptible to loneliness, social anxiety, and clinical depression in the absence of this love or belonging element. This need for belonging may overcome the physiological and security needs, depending on the strength of the peer pressure.
All humans have a need to feel respected; this includes the need to have self-esteem and self-respect. Esteem presents the typical human desire to be accepted and valued by others. People often engage in a profession or hobby to gain recognition. These activities give the person a sense of contribution or value. Low self-esteem or an inferiority complex may result from imbalances during this level in the hierarchy. People with low self-esteem often need respect from others; they may feel the need to seek fame or glory. However, fame or glory will not help the person to build their self-esteem until they accept who they are internally. Psychological imbalances such as depression can hinder the person from obtaining a higher level of self-esteem or self-respect.
Most people have a need for stable self-respect and self-esteem. Maslow noted two versions of esteem needs: a "lower" version and a "higher" version. The "lower" version of esteem is the need for respect from others. This may include a need for status, recognition, fame, prestige, and attention. The "higher" version manifests itself as the need for self-respect. For example, the person may have a need for strength, competence, mastery, self-confidence, independence, and freedom. This "higher" version takes precedence over the "lower" version because it relies on an inner competence established through experience. Deprivation of these needs may lead to an inferiority complex, weakness, and helplessness.
Maslow states that while he originally thought the needs of humans had strict guidelines, the "hierarchies are interrelated rather than sharply separated". This means that esteem and the subsequent levels are not strictly separated; instead, the levels are closely related.
Instead of focusing on psychopathology and what goes wrong with people, Maslow (1943) formulated a more positive account of human behavior which focused on what goes right. He was interested in human potential, and how we fulfill that potential.
Psychologist Abraham Maslow (1943, 1954) stated that human motivation is based on people seeking fulfillment and change through personal growth. Self-actualized people are those who were fulfilled and doing all they were capable of.
The growth of self-actualization refers to the need for personal growth and discovery that is present throughout a person’s life. For Maslow, a person is always 'becoming' and never remains static in these terms. In self-actualization a person comes to find a meaning to life that is important to them.
As each person is unique the motivation for self-actualization leads people in different directions. For some people self-actualization can be achieved through creating works of art or literature, for others through sport, in the classroom, or within a corporate setting.
Maslow believed self-actualization could be measured through the concept of peak experiences. This occurs when a person experiences the world totally for what it is, and there are feelings of euphoria, joy and wonder.
It is important to note that self-actualization is a continual process of becoming rather than a perfect state one reaches of a 'happy ever after'.
Maslow offers the following description of self-actualization: 'It refers to the person’s desire for self-fulfillment, namely, to the tendency for him to become actualized in what he is potentially.
The specific form that these needs will take will of course 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 still another it may be expressed in painting pictures or in inventions'.
Now that we have a good understanding of Maslow’s theory of motivation, we should now discuss the role of motivation, why it is important, and how supervisors can improve motivation. Why do we need motivated employees? While especially in these days the workplace is changing and it is changing often. If employees do not adapt or feel the need to adapt that the organizations will struggle. For an organization to survive then motivation must play a large role. Production and motivation go hand in hand. The higher the motivation it is more likely to have higher production rates. After all the goal to every business (except for non profits of course) is to make as much money as possible with the lease cost.
Motivation is very important to the employer as well as the employee. The higher the motivation the higher the performance, in most cases. If the motivation levels are low in the business it is likely to have a low employee turnover and high rates of absenteeism. The employer wants their employees to have that want to come to work for reasons like to support your family or even get away from your family. Then again we always go back to that productivity discussion where motivation and productivity go hand in hand.
Maslow talks a great deal on self-motivation and the needs that lead one to be motivated, however there are beliefs that supervisors also have to play a vital role in motivating their employees and subordinates. Bosses need to effectively communicate with their employees and listen to what their needs actually are. Once they conclude what their needs are they need to figure out ways for the company or even personally those needs can be satisfied. By meeting individuals needs in the work place the employees will be more motiviate to come to work day in and day out and do the best possible work that they can.
An employee is motivated to do more work when they are working in an environment that is comfortable for them. If they are uncomfortable then their work will not be of the best possible quality. Maslow introduces the idea that employees cannot be overworked. This would lead to inefficiencies in the workplace. By providing reasonable breaks to accommodate thinks like lunch and going to the bathroom. Reasonable work hours are also a factor in the physiological aspect. If an employee is working too many hours his work and motivation may be lacking.
Going off the idea of being comfortable is the feeling of safety in the workplace. If you are in fear for any reason at work, the quality of work will suffer. Also safety of actually keeping your job and not being fired or terminated. Maslow does not want employees to fear for their job. When there is a level of job security then it brings about the ambition on the hierarchical pyramid.
There is a need for love and belongings in the workplace. Building relationships and getting to know the individuals you work with is vital in staying motivated. Knowing things about your coworkers builds teamwork when one might have certain skills to help get the job done. One way of doing this is encourages communication and interactions between employees. It also should be mentioned that supervisors should be involved in such conversations as well. The product of this is a sense of belonging. If someone in a business feels like an outcast than Maslow believes that they are less motivated and they are bringing down the productivity and efficiency of the organization.
Once those other deficiency needs have been met in the work environment it is important that esteem then comes into play. Whether that be getting praise, recognition, or even an award to boost the moral. Maslow also stressed that in the workplace that positive feedback be given when the worker does a very good job. This would make the employee feel accomplish and this will keep him and other employees motivated to do the same quality of work. Another way to motivate employees is to offer promotions and give those individuals added responsibilities. This will make them feel more important and given them a sense that they need to make sure everything gets accomplished.
Self-actualization in the workplace is tough to achieve in the workplace according to Maslow but says it is possible. One way to do this would be communication. Supervisors, bosses, and employees need to communicate and allow for decision making to be made at all levels of the organization. The bosses must also give challegening work. Easy work might often lead to a lack of motivation because maslow believes that people want to challenge themselves. Last but not least there has to be some desire for personal achievement. An example of this might be wanted to be the most successful company in producing cars. Toyota might want the achievement of having all the greatest car awards as a personal achievement.
In their extensive review of research based on Maslow's theory, Wahba and Bridwell found little evidence for the ranking of needs that Maslow described or for the existence of a definite hierarchy at all.
The order in which the hierarchy is arranged (with self-actualization described as the highest need) has been criticized as being ethnocentric by Geert Hofstede. Maslow's hierarchy of needs fails to illustrate and expand upon the difference between the social and intellectual needs of those raised in individualistic societies and those raised in collectivist societies. The needs and drives of those in individualistic societies tend to be more self-centered than those in collectivist societies, focusing on improvement of the self, with self-actualization being the apex of self-improvement. In collectivist societies, the needs of acceptance and community will outweigh the needs for freedom and individuality.
The term "Self-actualization" may not universally convey Maslow's observations; this motivation refers to focusing on becoming the best person that one can possibly strive for in the service of both the self and others. Maslow's term of self-actualization might not properly portray the full extent of this level; quite often, when a person is at the level of self-actualization, much of what they accomplish in general may benefit others or, "the greater self".
The higher-order (self-esteem and self-actualization) and lower-order (physiological, safety, and love) needs classification of Maslow's hierarchy of needs is not universal and may vary across cultures due to individual differences and availability of resources in the region or geopolitical entity/country.Last bullet: With this point that Maslow introduces, very few psychologists would disagree with that those general needs are innate or normal. But when it comes to the environment Maslow does not mention the role of how the culture in a given environment plays a role on the needs that one will face.
