Maslows Hierarchy Of Needs Philosophy Essay

Maslows hierarchy Of Needs Philosophy EssayHuman ineluctably are an important part of human nature. Values, beliefs, and custom differ from country to country and group to group, but all lot have similar indigence. As a leader you must understand these necessarily because they are powerful motivators.Abraham Maslow felt that human take were arranged in a hierarchical magnitude (Maslow, 1954). He establish his system on healthy, creative muckle who used all their talents, potential, and capabilities. At the time, this methodology differed from most other psychology research studies in that they were based on observing disturbed people.There are two major groups of human require basic pauperisms and meta necessarily.Basic needs are physiologic, such as food, water, and sleep and psychological, such as affection, security, and self-esteem. These basic needs are also called deficiency needs because if they are not met by an person, accordingly that person allow for si eve to puzzle up the deficiency.The higher needs are called meta needs or universe needs (growth needs). These include justice, goodness, beauty, order, unity, etc. Basic needs normally take priority oer growth needs. For example, a person who lacks food or water will not normally refer to justice or beauty needs.These needs are listed below in hierarchical order. The basic needs on the bottom of the list (1 to 4) must normally be met before the meta or being needs above them can be met. The four meta needs (5 to 8) can be pursued in both order, depending upon a persons insufficiencys or circumstances, as long as the basic needs have all been met.Maslows hierarchy of Needs8. Self-transcendence a transegoic ( hitch Note below) level that emphasizes visionary intuition, altruism, and unity consciousness.7. Self- accomplishmentualization know exactly who you are, where you are going, and what you want to accomplish. A state of well-being.6. Aesthetic at peace, more curious mo re or less inner tameings of all.5. cognitive learning for learning alone, contribute knowledge.4. Esteem feeling of moving up in world, recognition, few doubts just about self.3. Belongingness and love belong to a group, close friends to confide with.2. Safety feel free from immediate danger.1. physiologic food, water, shelter, sex.Maslow posited that people want and are forever striving to meet various goals. Because the note level needs are more immediate and urgent, past they come into profligacy as the source and direction of a persons goal if they are not genial,.A need higher in the hierarchy will live on a motive of behavior as long as the needs below it have been satisfied. unsatisfied lower needs will dominate unsatisfied higher needs and must be satisfied before the person can climb up the hierarchy.Knowing where a person is located on this scale aids in determining an effective motivator. For example, motivating a middle-class person (who is in range 4 of th e hierarchy) with a certificate will have a far greater concern than using the alike(p) motivator to effect a minimum wage person from the ghetto who is desperately attempt to meet the first couple of needs.It should be noted that almost no one stays in one particular hierarchy for an extended period. We constantly strive to move up, patch at the same time various forces outside our control try to push us down. Those on top arse about pushed down for short time periods, i.e., death of a loved-one or an idea that does not work, while those on the bottom nark pushed up, i.e., come across a small prize. Our goal as leaders thitherfor is to help people obtain the skills and knowledge that will push them up the hierarchy on a more permanent basis. People who have their basic needs met become much better workers as they are able to concentrate on fulfilling the visions put forth to them, quite a than consistently struggling to make ends meet.Characteristics of self-actualizing peop leHave better perceptions of reality and are comfortable with it.Accept themselves and their own natures.Lack of artificiality.They focus on on problems outside themselves and are concerned with basic issues and eternal questions.They like privacy and tend to be detached.Rely on their own development and continued growth.Appreciate the basic pleasures of life (e.g., do not take blessings for granted).Have a deep feeling of kinship with others.Are deeply democratic and are not really aware of differences.Have strong ethical and moral standards.Are original, inventive, less compact and fresher than othersMaslows Hierarchy of Needs and LeadershipTo put Maslows surmise into perspective with leadership, a short (less than 3 minutes) audio MP3 file is included Maslow and leadership.TransegoicTransegoic means a higher, psychic, or spiritual state of development. The trans is related to transcendence, while the ego is based on Freuds work. We go from preEGOic levels to EGOic levels to tr ansEGOic. The EGO in all common chord terms are used in the Jungian sense of consciousness as opposed to the unconscious. Ego equates with the in the flesh(predicate)ity.In Maslows model, the supreme goal of life is self-actualization, which is almost never fully attained but rather is something to always strive towards. Peak experiences are temp self-actualizations.Maslow later theorized that this level does not stop, it goes on to self-transcendence, which carries us to the spiritual level, e.g.. Gandhi, drive Theresa, Dalai Lamao, or even poets, such as Robert Frost. Maslows self-transcendence level recognizes the human need for ethics, creativity, compassion and spirituality. Without this spiritual or transegoic sense, we are simply animals or machines.In addition, just as there are peak experiences for temporary self-actualizations there are also peak experiences for self-transcendence. These are our spiritual creative moments.While the research of Maslows guess has under gone limited empirical scrutiny, it still remains quite popular due to its simplicity and being the cast down of the movement that moved us away from a totally behaviorist/reductionistic/mechanistic approach to a more humanistic one. In addition, a lot of concerns is directed at his methodology Pick a small number of people that he declares self-actualizing read and talk about them and come to the conclusion about self-actualization. However, he did completely understood this, and thought of his work as simply a method of pointing the way, rather than being the final say. In addition, he hoped that others would take up the cause and complete what he had begun.Herzbergs hygienics and Motivational FactorsHerzberg developed a list of factors (Herzberg, 1966) that are based on Maslows Hierarchy of Needs, except his version is more closely related to the working environmentHERZBERGS HYGIENE MOTIVATIONAL FACTORSHygiene or Dissatisfiesworks conditionsPolicies and administrative practic esSalary and BenefitsSupervisionStatusJob securityCo-workersPersonal lifeMotivators or Satisfiers scholarshipAchievementAdvancementGrowthResponsibilityJob challengeHygiene factors must be pitch in the job before motivators can be used to stimulate that person. That is, you cannot use motivators until all the hygiene factors are met. Herzbergs needs are specifically job related and reflect some of the distinct things that people want from their work as opposed to Maslows Hierarchy of Needs which reflect all the needs in a persons life.Building on this model, Herzberg coined the term job enrichment to describe the process of redesigning work in order to build in motivators.Theory X and Theory YDouglas McGregor developed a philosophical wad of humankind with his Theory X and Theory Y (McGregor, 1957) , which are two opposing perceptions about how people chance human behavior at work and organizational life. McGregor felt that companies followed either one or the other approachTheory XPeople have an inherent dislike for work and will avoid it whenever possible.People must be coerced, controlled, directed, or threatened with punishment in order to get them to achieve the organizational objectives.People prefer to be directed, do not want responsibility, and have lowly or no ambition.People seek security above all else.Note that with Theory X assumptions, managements aim is to coerce and control employees.Theory YWork is as natural as play and rest.People will exercise self-direction if they are committed to the objectives (they are NOT lazy).Commitment to objectives is a function of the rewards associated with their achievement.People learn to accept and seek responsibility.Creativity, ingenuity, and imagination are widely distributed among the population. People are capable of using these abilities to solve an organizational problem.People have potential.Note that with Theory Y assumptions, managements role is to develop the potential in employees and help th em to release that potential towards common goals.Theory X is the view that traditional management has taken towards the workforce. Many organizations are now taking the enlightened view of theory Y. A boss can be viewed as taking the theory X approach, while a leader takes the theory Y approach.Notice that Maslow, Herzberg, and McGreagors theories all tie togetherHerzbergs theory is a micro version of Maslows theory (concentrated in the work place).McGreagors Theory X is based on workers caught in the lower levels (1 to 3) of Maslows theory, while his Theory Y is for workers who have gone above level 3.McGreagors Theory X is based on workers caught in Herbergs Hygiene Dissatisfiers, while Theory Y is based on workers who are in the Motivators or Satisfiers section.Existence/Relatedness/Growth (ERG)Clayton Alderfers Existence/Relatedness/Growth (ERG) Theory of Needs (Alderfer, 1969) postulates that there are three groups of needsExistence This group of needs is concerned with provi ding the basic requirements for material existence, such as physiological and safety needs. This need is satisfied by money earned in a job so that one may buy food, shelter, clothing, etc.Relationships This group of needs center upon the desire to establish and avow interpersonal relationships. Since a people normally spend approximately half of their waking hours on the job, this need is normally satisfied to some degree by their coworkers.Growth These needs are met by personal development. A persons job, career, or profession provides significant satisfaction of growth needs.Alderfers ERG theory states that more than one need may be influential at the same time. If the gratification of a higher-level need is frustrated, the desire to pander a lower-level need will increase. He identifies this phenomenon as the frustration shy aggression dimension. Its relevance on the job is that even when the upper-level needs are frustrated, the job still provides for the basic physiologic al needs upon which one would then be focused. If, at that point, something happens to threaten the job, the persons basic needs are significantly threatened. If there are not factors present to relieve the pressure, the person may become desperate and panicky.Notice that Alderfers ERG theory is built upon Maslows, however it does differ. First he collapsing it from five needs to three. And unlike Maslow, he did not see these needs as being a hierarchy in which one climbs up, but rather being more of a continuum.While there has not been a whole lot of research on Alderfers theory, most contemporary theories do tend to support it.Expectancy TheoryVrooms Expectancy Theory states that an individual will act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. This motivational model (Vroom, 1964) has been modified by several people, to include Porter and Lawler (Porter et. al., 1968). Vro oms Expectancy Theory is written as a formulaValence x Expectancy x Instrumentality = MotivationValence (Reward) = the nitty-gritty of desire for a goal (What is the reward?)Expectancy (Performance) = the strength of belief that work related bm will result in the completion of the line of work (How hard will I have to work to reach the goal?)Instrumentality (Belief) = the belief that the reward will be received once the task is completed (Will they notice the effort I put forth?)The product of valence, expectancy, and instrumentality is motivation. It can be thought of as the strength of the drive towards a goal. For example, if an employee wants to move up through the ranks, then forward motion has a high valence for that employee. If the employee believes that high performance will result in good reviews, then the employee has a high expectancy. However, if the employee believes the company will not promote from within, then the employee has low instrumentality, and the employe e will not be motivated to perform better.