A Human Resources Perspective Based on Maslows Hierarchy of Needs

Angelina Spaulding
OGL 498: Pro Seminar I
College of Letters and Sciences
Arizona State University

A Human Resources Perspective Based on Maslows Hierarchy of Needs

The human resource frame centers on what organizations and people do to and for one
another (B&D, 2008, p. 117). The current organization that I am associated with has a strong
human frame. This frame will be described against "Maslows Hierarchy of Needs [which are]
human needs [that fit] into five basic categories, arrayed in hierarchy from lowest to highest
(p. 124): physiological needs, safety needs, social needs, esteem needs and self-actualization
needs (B&D, 2008). The organization that I am affiliated with provides opportunities for
satisfying the five needs described through Maslows hierarchy.
The first to be satisfied are physiological needs, which are like food, clean water and
shelter. These needs can be looked at as basic needs of necessity. How can a business
organization meet those needs? In my current organization those needs, can be met in a few
different ways. The organization provides a shift meal for every person, during every shift
worked. Outside of the shift meal food is available at a discounted rate. The organization
provides beverages for staff throughout a persons day to day. The organization also provides
finical assistance for employees that may be struggling, by providing funds to help pay rent or
pay utility bills. Even though it may seem unlikely that organizations can met employees basic
needs, the examples just provided help to show how even organizational business can aid
employees to satisfy physiological needs.
The next aspect of Maslows scale is the need for safety. OSHEA has safety
requirements that dictate working conditions with in various industries. OSHEA safety
requirements help to provide physical safety. My current organization has similar safety policies
and procedures in place to keep employees safe. However, the organization goes beyond the
concept of physical safety and shifts into a physiological safe place. The cultural of the
organization helps to promote a safe and welcoming environment for all stockholders. The idea
of diversity is strong within the company, and as a result helps to bring a variety of perspectives
to the fore front, that may have been neglected in a less safe environment. When people do not

have to fear the presentation of ideas, or hesitate to be an individual then it can be argued that a
safe environment helps to create this sort of fearlessness.
After meeting physiological and safety needs, the next hierarchy need to be met is
social/belonging. This can be coupled with the idea of safety. When people do not have to fear
being an individual, than it can be believed that more people likely will have a sense of
belonging. People will also likely have a sense of comfort that a person is part of team, and not
just part of a group. A team that has had the opportunity to meld into a cohesive unit breeds
inclusion, rather than simple being separate individuals exclusive to one another. Creating a
welcoming environment can help provide a social setting in which people feel a sense of
belonging and togetherness, another need that must be gratified before moving on to the nest
level.
The forth marker of the scale is esteem. This idea can be related to providing a
respectful organization that provides recognition (B&D, 2008). The upper level of leadership
within the organization has had strong history of recognizing the works of department teams, but
had struggled to recognize individual employees who greatly contribute. Recently at the upper
middle management level, managers that are not executives but neither low-level salary
mangers started a monthly region wide Friday email. Every Friday the email will highlight the
work of departments, but will also provide a biography an employee and the contribution the
individual makes to the organization. Another employee will also be recognized every week for
outstanding work for the week. These individuals receive a picture and small biography in the
newsletter, as well as $50 gift card to an establishment of the individuals choice. Even these
acts of recognition may seem small; the impact of building individual self-esteem and
confidence has greatly increased based on those people that have recently been recognized.
You can observe these individuals taking even more pride in working, and that sort of motivation
is an emotional contagion within the departments of those recognized for their individual efforts.

The final aspect of Maslows Hierarchy of Needs is self-actualization, which is

...developing to ones fullest and actualizing ones ultimate potential (B&D, 208, p. 125). The
organization provides opportunities for people within the company to reach their fullest potential.
First, the organization has a very generous tuition reimbursement program for all employees
that have yet to receive an undergraduate degree. One of the more unique aspects of the
tuition reimbursement program is that after school, the employee is not required to stay with the
company for any specific amount of time. The organization also provides various industry
specific certifications to help increase individual employees knowledge and skill levels. As well,
the organization has a strong belief of promoting individuals within the company. I have
watched very motivated and dedicated persons quickly move up the horizontal structure of the
organization based solely on the confidence and moral boosts that were received from other
organizational members. The opportunity to reach individual levels of successes is actively
facilitated by the organization to help people reach a level of self-actualization.
Maslows Hierarchy of Needs is based on five measures of fulfillment physiological,
safety, social belonging, esteem and self-actualization. My current organization has the ability
of influencing every level of Maslows scale through policy and cultural. Organizations that are
able to have a positive influence over these five factors likely will have the ability to create a
human resources structure within the organization.

Reference
Bolman, L.G. & Deal, T.E. (2008). Reframing organizations: Artistry, Choice, and Leadership.
Jossey Bass: San Francisco