Maslow's theory

theory of human needs and how a organization can motivate their employes

1. Maslow's hierarchy of human needs Presented by: Shekhar. S PM2015413 NIPER

2. Needs Needs are something that are necessary for an organism to live a healthy  life Distinguished from  wants Deficiency causes a clear adverse outcome: a dysfunction or death Two types 1. Objective/Physical E.g. Food, Shelter etc.. 2. Subjective/ Psychological E.g. Self-esteem, Affection etc..

3. Fundamentals of human needs

4. The needs - Meaning Need Meaning (having things) Subsistence food, shelter, work Protection social security, health systems, work Affection friendships, family, relationships with nature Understanding literature, teachers, policies, educational Participation responsibilities, duties, work, rights Leisure games, parties, peace of mind Creation abilities, skills, work, techniques Identity language, religions, work, customs, values, norms Freedom equal rights

5. Abraham Maslow American psychologist  Professor at  Brooklyn College Creator of Maslow's hierarchy of needs Stressed the importance of focusing on the positive qualities in people

6. Maslow's hierarchy of human needs It is a theory of psychology written in his paper "A Theory of Human Motivation" in  Psychological Review in 1943 It is the part of human motivation You also can say them as stages of growth in humans A five stage triangle assumes that a person attempts to satisfy the more basic needs before directing behavior toward satisfying upper-level needs

7. Theory “We each have a hierarchy of needs that ranges from "lower" to "higher." As lower needs are fulfilled there is a tendency for other, higher needs to emerge.” Daniels , 2004

8. A pyramid with the more basic needs at the bottom

9. Physiological Needs Mostly, literal requirements for human survival If not met, the human body cannot function Could be classified as basic animal needs

10. Physiological Needs What physical needs do every person have?

11. Safety Needs Once physical needs are met, safety needs take over Safety of property against natural disasters, calamities, wars, etc. Health and well-being Financial and job security Law and order

12. Safety Needs

13. Social/Emotional Needs Next level to the safety needs Need to love and be loved by someone Facilitate outside social activities Encourage social interaction create team spirit Need to feel a sense of belonging and acceptance Allow participation

14. Social/Emotional Needs

15. Esteem Needs Need to be respected by others and in turn respect them Sense of contribution, to feel self-valued, in profession or hobby Lower - respect of others, the need for status, recognition, fame, prestige, and attention Higher - self-respect, the need for strength, competence, mastery, self-confidence, independence and freedom

16. Esteem Needs

17. Self Actualization Needs What a man can be, he must be Intrinsic growth of what is already in a person Growth-motivated rather than deficiency-motivated Cannot normally be reached until other lower order needs are met Rarely happens - < 1% Acceptance of facts, spontaneous, focused on problems outside self, without prejudice

18. Self Actualization Needs

19. Modified/extended hierarchy of needs

20. Why do we need to know all this Psychobabble?

21. Practice in Management Marketing and advertising As a business we must learn how to communicate how our product or service communicates to one of these levels of human needs Understanding the workers Understanding the employee needs and to motivate them Finally to achieve the objectives and goals Human Resource Management Employee’s Performance

22. Novartis case study  Novartis believes that employees are an integral part of a company’s success and that a healthy workforce underpins business growth and innovation . Novartis launched Be Healthy in 2011 in 76 of its largest locations across 32 countries, spanning from Mumbai to Beijing to Sao Paulo to New Jersey, and reaching 80% of employees.

23. Limitations of Maslow’s Theory Every individual is different from each other Not all employees are governed by same set of needs Each one driven by different needs at same point of time The theory is not empirically supported The theory is not applicable in case of starving artist as even if the artist’s basic needs are not satisfied, he will still strive for recognition and achievement

24. The needs may not follow a definite hierarchical order. For example, even if safety need is not satisfied, the social need may emerge The need priority model may not apply at all times in all places The level of motivation may be permanently lower for some people. For example, a person suffering from chronic unemployment may remain satisfied for the rest of his life if only he get enough food

25. Conclusion Theory is still important and relevant in today’s business organizations for every organization that seek to obtain success and excellence Any attempt to shy away from practical application of the hierarchy of needs theory, will affect negatively the organizational culture human resource management and the employee’s performance, to achieve organizational excellence and create good atmosphere, better work environment and achieve target at the right time then a drive and application of the theory is paramount

26. References International Journal of Business and Management Invention. Theory of the hierarchy of needs. Application of the Maslow’s hierarchy of need theory; impacts and implications on organizational culture, human resource and employee’s performance. March 2013; Available from; http:// www.ijbmi.org/papers/Vol(2)3/Version-2/G233945.pdf (Last accessed on 15 th August, 2015) Human needs and human scale development. Available from; http:// www.rainforestinfo.org.au/background/maxneef.htm (Last accessed on 20 th August, 2015 ) Forehand, G.A. and Gilmer, B,V. (1964). Environmental variations in studies of organizational behavior, Psychology Bulletin, 62/14, 361-382.

27. Global Journal of Management and Business Studies. Maslow’s Need Hierarchy Theory: Applications and Criticisms. 10th Number 2013; Available from; http://www.ripublication.com/gjmbs_spl/gjmbsv3n10_03.pdf (Last accessed on 17 th August, 2015) Cardy , R.L. and Selvarajan T.T. (2004). Assessing ethical behavior. Development of behaviorally anchored rating scale, Proceeding of Southern Academy Management Meeting. GBC health. Novartis: be healthy program. Available from; http://www.businessfightsaids.org/news/newsletters/2012/august/case-study-of-the-month-novartis / ( Last accessed on 21 st August, 2015)

28. Any doubts..?