Jobs In Egypt / Free Online Courses / Maslow Hierarchy Of Needs - Motivation Chapter 3


What motivates people on the work floor to work concentrated and with pleasure? Is that a bonus, extra holiday, a more expensive leasing box? No. Such a kind of direct exchange is just counterproductive! Difficultly enough, it is all much more subtle. It is inevitable that you really get to know your colleagues or 'subordinates' and yourself, in order to understand what motivates. Fortunately, there is a strong model from 1934 that still explains our behavior: Maslow's hierarchy.

Five levels

People always want to come 'further'. Where that 'further' is exactly, depends on the position that has already been reached at that moment. The model of the psychologist Abraham Maslow distinguishes the following levels:

5 Maximum development
full development of your qualities

4 Rating
respect yourself and get from others, have status

3 Social
feeling to the others to hear, accepted, rather, be loved, take care of / be cared for

2 Safety
no danger or threat, peace, order, feeling safe, health

1 Physical
food, home, heat; what you need to stay alive

This model explains the behavior of yourself and the people around you.

First step 1, then 2

You can only satisfy the next need if the lower need is arranged. For example, if you do not feel safe at work because your boss sniffs in your PC and in your in-trays at night, you do not need to take care of your colleagues. First you have to be sure that your chair legs are not cut.

There is a need behind every action

Everything someone does is inspired by the expectation that he can satisfy a need. If someone is going to follow a project management course, he may find it fun to go on a course, but he may have also realized that he is a born leader but still needs to acquire some skills. Also irritating behavior comes from a need. A colleague who loudly yells at a meeting wants to leave because he has a headache and needs to go outside.

Lack of satisfaction demotivates

If someone is for a long time hindered in satisfying a need, the sentence disappears. Even worse, if there is no ear for his need, the tendency to throw it aside is even greater. The tricky part is that someone sometimes does not know exactly what need is needed for satisfaction. Then it also fails to set a goal . The risk of bogging down in aimless rumble is then very high.

Other need, same task

A need is individual. Of course everyone at a certain time has the need to belong. That's why you often see that freelancers who like to work alone still look up others in all kinds of networks. But, the members of a team who have to work together do not have to simultaneously need 'together the shoulders underneath'. Development of qualities sounds very noble, but is not always important. Sometimes someone tackles a job to quickly earn money for a vacation. The need for rest must first be satisfied.

In a team, each member can be driven by a different need, while they all have to achieve the same result. Does not have to be a problem.

Someone can't be motivated from outside

You can never talk to someone else about a need. Suppose your boss says to you that you will get a vacation next month if you have to work over a week every night, and you do not need peace at all, then it is not a motivating offer. So you can only stimulate a force or drive that he already feels.

Everyone works at every level

A cleaner also wants to develop his qualities. However, he will do his work to satisfy other needs, namely those on the first two steps. After all, there are not so many development opportunities in cleaning. He probably has a hobby he is very good at, or he has the need to become the best father in the world ... And also the top manager can get into a situation where he has to go back to step 2. Suppose her husband put her out and she has to wander from family to friends until she has found her own home again. The need for order then demands a great deal of attention.

What does not the model explain?

Do not think that every behavior becomes understandable. Suppose a programmer works through a night because a certain thing in the software is not working properly yet. As a manager, you may wonder whether that one thing is so essential for the user. You may not find it effective at all. What is the need for the programmer in this case?

The programmer simply wants to solve a problem and can't rest before it is solved. Ask him from which need his wish arises and why he expects to satisfy his need - in short how his motivation works - then he will look at you glassy.

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