Personal Needs in the Workplace

Each of us is motivated by needs. We have learned in our BSN years that our most basic needs are inborn, having evolved over tens of thousands of years.  Maslow’s Hierarchy of Needs states that we must satisfy each need level, starting with the first, biological and physiological needs, before we can begin to seek to satisfy the next level of need.  Only when the lower order needs of physical and emotional well-being are satisfied are we concerned with the higher order needs of influence and personal development.

Even if we have reached the highest need level of self actualization, our motivations can quickly change if our situation changes, such as going through a divorce or losing a job, so that lower level needs are no longer being met.

Recalling the Maslow’s Hierarchy of Needs, the lowest level is Biological and Physiological needs which comprises the need of air, food, drink, shelter, warmth, sex, sleep, etc. Second is the Safety needs which demands for protection from elements, security, order, law, limits, stability, etc. Third level is Belongingness and Love needs which includes work group, family, affection, relationships, etc. Fourth is Esteem needs whic mainly involves self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc. The last and the highest level is Self-Actualization needs wherein an individual needs realizing personal potential, self-fulfillment, seeking personal growth and peak experiences.

The Hierarchy of Needs directly relates to the working environment and how to create a joyful workplace.  If an employer can meet the basic need levels of their employees and create self-actualization opportunities to provide real meaning, purpose and true personal development for their employees, a joyful workplace will be the result.

Now, the question is, "How can we integrate those needs to individuals when it comes to workplace?" I can suggest a few in my own perspective, but of course I am not certain if this actually met in most workplace case scenarios.

So, for Physiological Motivation: The boss can provide ample breaks for lunch and recuperation and pay salaries that allow workers to buy life’s essentials; Safety Needs: Provide a working environment, which is safe, relative job security, retirement benefits, and freedom from threats; Social Needs: Generate a feeling of acceptance, belonging, and community by reinforcing team dynamics; Esteem Motivators: Recognize achievements, assign important projects, and provide status to make employees feel valued and appreciated.  Offer job titles that convey the importance of the position; Self-Actualization: Offer challenging and meaningful work assignments, which enable innovation, creativity, and progress according to long-term goals.

I believe that the best employers and organizations are beginning to learn that sustainable success is built on a serious and compassionate commitment to helping people identify, pursue and reach their own personal unique potential – self-actualization.  When people grow as people, they automatically become more effective and valuable as employees. Virtually all personal growth, whether in a hobby, a special talent or interest, or a new experience, produces new skills, attributes, behaviors and wisdom that is directly transferable to any sort of job role.

But of course, trust is a basic element of fulfilling one’s Safety Needs, which is nearly the lowest level of the hierarchy.  Employees must trust that their jobs are secure and that there are no threats before they can think about joy in the workplace.  Likewise, trust also influences team dynamics and the feeling of acceptance and belonging in the workplace, which are needed to satisfy our Social Needs.  Without trust, employees will not be working at the highest levels of the hierarchy where joy is most prevalent.