None of the existing theories of motivation has such an impact on the thinking of leaders as the theory of needs, developed by the great motivation specialist Abraham Maslow.

Maslow's theory allows managers to more fully understand the aspirations and motives of an employee's behavior. Maslow proved that the motivation of people is determined by a wide range of their needs. If earlier managers motivated subordinates almost exclusively with economic incentives, since people's behavior was determined mainly by their needs at lower levels, then thanks to Maslow's theory it became obvious that there are also non-material incentives that make employees do what the organization needs.

Maslow identified five main groups of human needs that are in a dynamic relationship and form a hierarchy (Scheme 1). This can be depicted as ascending steps.

Scheme 1. Hierarchy of needs for human motivation in the order of their priority

The theory of the hierarchy of human needs is based on the regularity: when the needs of one level are satisfied, the need of the next, higher level arises. Satisfied need ceases to motivate.

People need to satisfy needs in a certain order - when one group is satisfied, another comes to the fore.

A person rarely reaches a state of complete satisfaction, throughout his life he desires something.

It is necessary to consider motivational groups in more detail.

2.1. Physiological Needs

The needs of this group consist of basic, primary human needs, sometimes even unconscious ones. Sometimes they are called biological needs. These are human needs for food, water, warmth, sleep, rest, clothing, shelter, and the like, necessary for the survival of the organism, the maintenance and continuation of life. In relation to the working environment, they manifest themselves as a need for wages, favorable working conditions, vacations, etc.

High earnings ensure a decent existence, for example, the opportunity to live in a comfortable apartment, eat well, wear the necessary, comfortable and fashionable clothes etc.

To pay for the basic necessities of life, employees must be motivated by long-term benefits, providing tangible high income and sufficient remuneration, providing them with work breaks, holidays and holidays to restore strength.

If only these needs dominate in a person, displacing everything else, then he is little interested in the meaning and content of labor, but mainly cares about increasing his income and improving working conditions.

If a person is deprived of everything, then he will first of all seek to satisfy his physiological needs. As a result, his views on the future may change.

The dissatisfaction of a person can also indicate the dissatisfaction of needs of a higher level than the level of the need, the dissatisfaction of which the employee complains about. For example, when a person thinks they need a break, they may actually feel a need for security rather than a day off or vacation.

2.2. Needs for security and confidence in the future

If a person has sufficient physiological needs, then he immediately has other needs related to the safety of the body.

This group? one of the main life motivators, it includes both physical (safety, labor protection, improvement of working conditions, etc.) and economic (social guaranteed employment, social insurance in case of illness and old age) security. Meeting the needs of this group provides a person with confidence in the future, reflects the desire to protect themselves from suffering, danger, illness, injury, loss or deprivation. Confidence in the future is acquired through guaranteed employment, the purchase of an insurance policy, pension provision, the possibility of keeping money in banks, by creating an insurance potential through obtaining a decent education.

For those who have suffered severe deprivation at some significant time in their lives, this need is more urgent than for others.

To address the safety needs of workers, the employer needs to:

1) create safe working conditions for employees;

2) provide employees with protective clothing;

3) install special equipment at workplaces;

4) provide workers with safe tools and devices.

2.3. Social needs (needs of belonging and belonging)

Once physiological and safety needs are satisfied, social needs come to the fore.

In this group? needs for friendship, love, communication and emotional connections with each other:

1) have friends and colleagues, communicate with people who pay attention to us, share our joys and concerns;

2) be a member of the team and feel the support and cohesion of the group.

All this is expressed in the desire for warm relations with people, participation in joint events, the creation of formal and informal groups. If a person is satisfied with social needs, then he considers his work as part of a joint activity. Work is a cementing environment for friendship and camaraderie.

The reduction of social relationships (work contacts and informal friendships) often leads to unpleasant emotional experiences, the emergence of an inferiority complex, the feeling of being an outcast of society, etc.

To address the social needs of workers, management should:

1) inspire employees to create groups and teams;

2) create conditions and allow the same group of people to work and play together in order to strengthen and facilitate their relationship;

3) allow all groups to be different from other groups;

4) hold meetings, conferences to exchange professional issues, discuss matters of interest to all and contribute to the solution of professional problems.

2.4. The need for respect (recognition and self-affirmation)

When the needs of the three lower levels are satisfied, the person focuses his attention on the satisfaction of personal needs. The needs of this group reflect the desire of people to be strong, competent, confident in themselves and their own position, striving for independence and freedom. This also includes the need for prestige, reputation, service and professional growth, leadership in a team, recognition of personal achievements, respect from others.

Every person is pleased to feel their indispensability. The art of managing people is the ability to make it clear to each employee that his work is very important for the overall success. Good work without recognition leads the employee to disappointment.

In a team, a person feels pleasure from his own role, feels comfortable if he is granted and addressed with well-deserved privileges, different from the general reward system, for his personal contribution and achievements.

The most objective and stable self-esteem is based on the deserved respect of others, and not on external fame, fame or undeserved adulation.

2.5. The need for self-realization (self-expression)

These are spiritual needs. The manifestation of these needs is based on the satisfaction of all previous needs. There is a new dissatisfaction and a new anxiety, until a person does what he likes, otherwise he will not find peace of mind. Spiritual needs find self-expression through creativity, self-realization of the individual.

Man must become what he can be. Every person is surprisingly rich in ideas, but he needs to be convinced of this.

A person's desire for the most complete disclosure of himself, the use of his knowledge and skills, the implementation of his own ideas, the realization of individual talents and abilities, the achievement of everything he wants, to be the best and feel satisfied with his position at the present time is undeniable and is recognized by everyone. This need for self-expression is the highest of all human needs.

In this group, the best, more individual than others, sides and abilities of people are manifested.

Effective people management requires:

1) assign them personal responsibility for the performance of production tasks;

2) give them the opportunity to express themselves, to realize themselves, giving them a unique, original work that requires ingenuity, and at the same time provide greater freedom in choosing the means to achieve the goals and solve problems.

People who feel the need for power and influence over others and even peers are motivated by the possibility of:

1) manage and control;

2) to convince and influence;

3) compete;

4) lead;

5) achieve goals and objectives.

All this must be supported by praise for good work. It is important for people to realize that they work well and are individual in their own way.

Important for leaders is the fact that all human needs are arranged in a hierarchical order.

lower level needs.

1. Physiological needs.

2. Needs for security and confidence in the future.

3. Social needs (needs of belonging and belonging).

4. The need for respect (recognition and self-affirmation).

Higher level needs.

5. The need for self-realization (self-expression).

First, the needs of lower levels must be satisfied first, and only then can the needs of higher levels be addressed.

In other words, a person who is hungry will first try to find food, and only after eating will he try to build a shelter. You can no longer attract a well-fed person with bread; only those who do not have it are interested in bread.

Living in comfort and security, a person will first be motivated to activity by the need for social contacts, and then will begin to actively seek respect from others.

Only after a person feels inner satisfaction and respect from others, his most important needs will begin to grow in accordance with his potential. But if the situation changes radically, then the most important needs can change dramatically. For example, at some point a worker may sacrifice a physiological need for a safety need.

When a worker whose lower level needs have been met is suddenly faced with the threat of losing his job, his attention immediately shifts to the lower level of needs. If a manager tries to motivate employees whose safety needs (second level) are not yet satisfied by offering a social reward (third level), he will not achieve the desired targeted results.

If in this moment the employee is motivated mainly by the possibility of satisfying security needs, the manager can be sure that as soon as these needs are satisfied, the person will look for an opportunity to satisfy his social needs.

A person never experiences the feeling of complete satisfaction of his needs.

If the needs of a lower level are no longer satisfied, the person will return to this level and remain there not until these needs are completely satisfied, but when these needs are sufficiently satisfied.

It should be borne in mind that the needs of the lower level form the foundation on which the needs of the higher level are built. Only if the needs of the lower level remain satisfied does the manager have a chance to succeed by motivating employees through the satisfaction of the needs of the higher level. In order for a higher level of the hierarchy of needs to begin to influence human behavior, it is not necessary to satisfy the need of a lower level completely. For example, people usually start looking for their place in some community long before their security needs are provided or their physiological needs are completely satisfied.

Key point in concept, hierarchy Maslow's needs is that needs are never satisfied on an all-or-nothing basis. Needs overlap, and a person can be motivated at two or more levels of needs at the same time.

Maslow suggested that average person satisfies your needs like this:

1) physiological - 85%;

2) security and protection - 70%;

3) love and belonging - 50%;

4) self-respect - 40%;

5) self-actualization - 10%.

However, this hierarchical structure is not always rigid. Maslow noted that although “hierarchical levels of needs may have a fixed order, in fact this hierarchy is far from being so 'rigid'. It is true that for most people their basic needs were in roughly the order shown. However, there are a number of exceptions. There are people for whom, for example, self-respect is more important than love.

From Maslow's point of view, the motives of people's actions are mainly not economic factors, but various needs that cannot always be satisfied with the help of money. From this, he concluded that as the needs of workers are met, labor productivity will also increase.

Maslow's theory made an important contribution to understanding what makes workers work more efficiently. The motivation of people is determined by a wide range of their needs. Persons with high dominance motivation can be divided into two groups.

The first includes those who strive for power for the sake of ruling.

The second group includes those who strive for power in order to achieve the solution of group problems. Emphasis is placed on the need for domination of the second type. Therefore, it is believed that, on the one hand, it is necessary to develop this need among managers, and on the other hand, to enable them to satisfy it.

People who have a strong need for achievement are more likely to become entrepreneurs. They like to do something better than their competitors, they are ready to take responsibility and quite a lot of risk.

A developed need for power is often associated with reaching high levels in the organizational hierarchy. Those who have this need are more likely to make a career, gradually rising up the job ladder.

2.6. Self-actualization assessment

The lack of an adequate assessment tool to measure self-actualization initially thwarted any attempt to validate Maslow's core claims. However, the development of the Personal Orientation Inventory (POI) has given researchers the ability to measure the values ​​and behaviors associated with self-actualization. This is a self-report questionnaire designed to assess various characteristics of self-actualization in accordance with Maslow's concept. It consists of 150 forced choice statements. From each pair of statements, the respondent must choose the one that best characterizes him.

POI consists of two main scales and ten subscales.

The first main scale measures the extent to which a person is directed at himself, and not directed at others in search of values ​​and the meaning of life (characteristic: autonomy, independence, freedom - dependence, need for approval and acceptance).

The second main scale is called "competence in time". It measures the extent to which a person lives in the present rather than focusing on the past or the future.

Ten additional subscales are designed to measure the important elements of self-actualization: self-actualization values, existentiality, emotional reactivity, spontaneity, self-interest, self-acceptance, aggression acceptance, close relationship ability.

POI also has a built-in lie detection scale.

The only major limitation to using a 150-point POI for research purposes is its length. Jones and Crandall (Jones and Crandall, 1986) developed a short self-actualization index. The scale consists of 15 points.

1. I am not ashamed of any of my emotions.

2. I feel like I have to do what others want me to do (N).

3. I believe that people are essentially good and can be trusted.

4. I can be angry with those I love.

5. It is always necessary that others approve of what I do (N).

6. I don't accept my weaknesses (N).

7. I may like people I may not approve of.

8. I'm afraid of failure (N).

9. I try not to analyze or simplify complex areas (N).

10. It's better to be yourself than popular.

11. There is nothing in my life that I would especially devote myself to (N).

12. I can express my feelings, even if it leads to undesirable consequences.

13. I am not obligated to help others (N).

14. I'm tired of inadequacy (N).

15. They love me because I love.

Respondents answer each statement using a 4-digit scale:

1) disagree;

2) partly disagree;

3) agree in part;

4) agree.

An icon (N) following a statement indicates that the score for that item will be inverse when calculating totals (1 = 4, 2 = 3, 3 = 2, 4 = 1). The higher general meaning, the more self-actualized the respondent is considered.

In a study of several hundred college students, Jones and Crendall found that self-actualization index scores were positively correlated with all of the much longer POI scores (r = +0.67) and with measures of self-esteem and "rational behavior and belief." The scale has a certain reliability and is not susceptible to the choice of "social desirability" responses. College students who took part in self-confidence training were also shown to significantly increase their degree of self-actualization, as measured by the scale.

Characteristics of self-actualizing people.

1. More effective perception of reality.

2. Acceptance of yourself, others and nature (accept yourself as they are).

3. Immediacy, simplicity and naturalness.

4. Focused on the problem.

5. Independence: the need for privacy.

6. Autonomy: independence from culture and environment.

7. Freshness of perception.

8. Summit or mystical experiences (moments of great excitement or high voltage, as well as moments of relaxation, peace, bliss and tranquility).

9. Public interest.

10. Deep interpersonal relationships.

11. Democratic character (lack of prejudice).

12. Separation of means and ends.

13. Philosophical sense of humor (friendly humor).

14. Creativity (ability to be creative).

15. Resistance to cultivation (they are in harmony with their culture, while maintaining a certain internal independence from it).

From the point of view of humanistic psychology, only the people themselves are responsible for the choices they make. This does not mean that if people are given the freedom to choose, they will necessarily act in their own interests. Freedom of choice does not guarantee the right choice. The main principle of this direction is the model of a responsible person who freely makes a choice among the opportunities provided.

Physiological Needs

The most basic, strongest and most urgent of all human needs are those essential to physical survival. This group includes needs for food, drink, oxygen, physical activity, sleep, protection from extreme temperatures, and sensory stimulation. These physiological needs are directly related to human biological survival and must be met at some minimum level before any higher level needs become relevant. In other words, a person who fails to satisfy these basic needs will not be interested in the needs that occupy the highest levels of the hierarchy for a long time.

Of course, the social and physical environment in American culture provides for the satisfaction of basic needs for most people. However, if one of these needs remains unsatisfied in a person, it very quickly becomes so dominant that all other needs disappear or fade into the background. A chronically hungry person is unlikely to aspire to compose music, build a career, or build a brave new world. Such a person is too busy looking for any food.

Life-sustaining needs are crucial to understanding human behavior. The devastating effect that a lack of food or water has on behavior has been described in numerous experiments and autobiographies. One example of the extent to which hunger can dominate human behavior comes from the study of men who refused military service during the Second World War for religious or other reasons. They agreed to participate in an experiment in which they were put on a semi-starvation diet to study the effect of food deprivation on behavior (Keys et al., 1950). During the study, as the men began to lose weight, they became indifferent to almost everything except food. They constantly talked about food, and cookbooks became their favorite reading. Many of the men have even lost interest in their girls! This and many other recorded cases show how attention tends to shift from higher needs to lower ones when the latter are no longer satisfied.

When physiological needs are sufficiently satisfied, other needs, often called security and protection needs.Included here are the needs for organization, stability, law and order, the predictability of events, and freedom from threatening forces such as disease, fear, and chaos. Thus, these needs reflect an interest in long-term survival.

Maslow suggested that the need for safety and protection is most easily observed in infants and young children because of their relative helplessness and dependence on adults. Babies, for example, exhibit a startle response if they are suddenly dropped or startled by a loud noise or flash of light. The need for safety is also evident when children become ill. A child with a broken leg may experience fears, suffer from nightmares, and show a need for protection and comfort that was not very apparent before the accident.

Another indicator of the need for security is the child's preference for a certain kind of dependency, a stable routine. According to Maslow, young children function most effectively in a family where, at least up to some degree established a clear regime and discipline. If these elements are absent in the environment, the child does not feel safe, he becomes anxious, distrustful and begins to look for more stable living territories. Maslow further noted that parents who raise their children in an unrestricted and all-permissive way do not satisfy their need for security and protection. If the child is not required to go to bed at a certain time or eat at regular intervals, this will only cause confusion and fear. In this case, the child will not have anything stable in the environment on which to depend. Maslow considered parental quarrels, cases of physical abuse, separation, divorce and death in the family as moments that are especially harmful to the well-being of the child. These factors make his environment unstable, unpredictable and therefore unreliable.

The needs for security and protection also greatly influence the behavior of people who have left childhood. The preference for a secure job with a stable high income, the creation of savings accounts, the purchase of insurance (for example, medical and unemployment) can be seen as actions partly motivated by the search for security. To some extent, a system of religious or philosophical beliefs allows a person to organize his world and the people around him into a single, meaningful whole, thus giving him the opportunity to feel “safe”. Another manifestation of the need for security and protection can be seen when people face real emergencies such as wars, floods, earthquakes, uprisings, civil unrest, and the like.

Maslow suggested that certain types of neurotic adults (especially the obsessive-compulsive type) are primarily motivated by a search for safety. Some neurotic patients behave as if a great catastrophe is imminent, frantically trying to organize their world into a reliable, stable, well-organized structure, where new unforeseen circumstances could not appear. The neurotic's need for security "often finds specific expression in the search for a protector: a stronger person or system on which he can depend" (Maslow, 1987, p. 19).

In addition to unique architectural structures, there are pyramids of a different kind, which, nevertheless, cause far from a weak hype around them. They can be called intellectual structures. And one of them is the pyramid of needs of Abraham Maslow - the famous American psychologist, the founder of humanistic psychology.

Maslow's pyramid

Maslow's pyramid is a special diagram in which all human needs are presented in a hierarchical order. However, none of the publications of the scientist contains any schematic images, because. he was of the opinion that this order is dynamic and can change depending on the characteristics of the personality of each individual person.

The first mention of the pyramid of needs can be found in the German-language literature of the 70s of the XX century. In many educational materials on psychology and marketing, they can be found today. The model of needs itself is actively used in the economy and has great importance for the theory of motivation and behavior of consumers.

Also interesting is the widespread opinion that Maslow himself did not create a pyramid, but only brought out common features in shaping the needs of successful people in life and creative activity. And the pyramid was invented by his followers, who sought to visualize the ideas of the scientist. We will talk about this hypothesis in the second half of the article. In the meantime, let's figure out what Maslow's pyramid is in detail.

According to the research of the scientist, a person has five basic needs:

1. Physiological needs (the first step of the pyramid)

Physiological needs are characteristic of absolutely all living organisms existing on our planet, respectively, and every person. And if a person does not satisfy them, then he simply will not be able to exist, and also will not be able to fully develop. For example, if a person has a strong desire to go to the toilet, he will certainly not enthusiastically read a book or calmly walk through a beautiful area, enjoying the amazing scenery. Naturally, without satisfying the physiological needs, a person will not be able to work normally, do business and any other activity. These needs are breathing, food, sleep, etc.

2. Security (the second step of the pyramid)

This group includes the needs for security and stability. To understand the essence, you can consider the example of babies - while still unconscious, they subconsciously strive, after they have satisfied their thirst and hunger, to be protected. And only a loving mother can give them this feeling. Similarly, but in a different, milder form, the situation is with adults: for security reasons, they seek, for example, to insure their lives, install strong doors, put locks, etc.

3. Love and belonging (the third step of the pyramid)

This is about social needs. They are reflected in such aspirations as making new acquaintances, finding friends and a life partner, being involved in any group of people. A person needs to show love and receive it in relation to himself. In a social environment, a person can feel his usefulness and significance. And this is what motivates people to satisfy social needs.

4. Recognition (fourth step of the pyramid)

After a person satisfies the need for love and belonging to society, the direct impact on him of those around him decreases, and the focus is on the desire to be respected, the desire for prestige and recognition of various manifestations of one's individuality (talents, features, skills, etc.) . And only in the case of successful realization of his potential and after achieving the recognition of important people for a person, he comes to confidence in himself and his abilities.

5. Self-realization (fifth step of the pyramid)

This stage is the last and it contains spiritual needs, expressed in the desire to develop as a person or spiritual man and continue to realize their potential. As a result - creative activity, attending cultural events, the desire to develop their talents and abilities. In addition, a person who has managed to satisfy the needs of the previous levels and “climbed” to the fifth one begins to actively seek the meaning of being, to study the world, try to contribute to it; he may begin to form new attitudes and beliefs.

This is the description of basic human needs. To what extent these descriptions have a place to be, you can evaluate yourself, just by trying to look at yourself and your life from the outside. Surely, you can find a lot of evidence of their relevance. But it should be said, among other things, that there are several controversial points in Maslow's pyramid.

Authorship

Despite the fact that the authorship of the pyramid is officially attributed to Abraham Maslow, it has nothing to do with the version we have today. The fact is that in the form of a graph, the “Hierarchy of Needs” appeared in 1975 in the textbook of a certain W. Stopp, about whose personality there is practically no information, and Maslow died in 1970, and in his works, as already mentioned, there was not a single graphics.

Satisfied need ceases to motivate

The main issue here is the relevance of human needs. For example, a self-sufficient person who is indifferent to communication does not need it and will not strive for it. The one who feels protected will not become even more eager to protect himself. Simply put, a satisfied need loses its relevance and moves to another stage. And in order to determine the actual needs, it is enough just to identify the unmet ones.

Theory and practice

According to many modern psychologists, despite the fact that Maslow's pyramid is a clearly structured model, it is rather difficult to apply it in practice, and the scheme itself can lead to absolutely incorrect generalizations. If we put aside all the statistics, then a number of questions immediately arise. For example, how clouded is the existence of a person not recognized in society? Or, should a person who is systematically undernourished be considered completely hopeless? Indeed, in history you can find hundreds of examples of how people achieved great results in life precisely because their needs remained unsatisfied. Take, for example, poverty or unrequited love.

According to some reports, Abraham Maslow subsequently abandoned the theory he put forward, and in his subsequent works (“On the Psychology of Being” (1962), “The Far Limits of Human Nature” (1971)), the concept of personality motivation was significantly improved. And the pyramid, which today many specialists in the field of psychology and marketing seek to find application, has generally lost all meaning.

Criticism

The main reason for criticism of Maslow's pyramid is its hierarchy, as well as the fact that needs cannot be completely satisfied. Some researchers interpret Maslow's theory in a generally not very personal way. According to their interpretation, the pyramid says that a person is an animal that constantly needs something. And others say that Maslow's theory cannot be applied in practice when it comes to business, marketing and advertising.

However, the author did not adjust his theory to business or advertising, but only tried to answer questions in which, for example, behaviorism or Freudianism came to a standstill. Maslow simply sought to give an idea of ​​the motives of human actions, and his work is more philosophical than methodological in nature.

Advantages and disadvantages

As you can easily see, the pyramid of needs is not just their classification, but displays a certain hierarchy: instinctive needs, basic, sublime. Each person experiences all these desires, but the following pattern comes into force here: basic needs are considered dominant, and higher-order needs are activated only when the basic ones are satisfied. But it should be understood that needs can be expressed in completely different ways for each person. And this happens at any level of the pyramid. For this reason, a person must correctly understand his desires, learn to interpret them and adequately satisfy them, otherwise he will constantly be in a state of dissatisfaction and disappointment. By the way, Abraham Maslow adhered to the position that only 2% of all people reach the fifth step.

Human motivation

Motivation is the process of motivating oneself and others to act in order to achieve personal goals and the goals of the organization. The effectiveness of motivation is related to a specific situation.

Motivation has been around for a long time. The carrot and stick method (one of the first methods of motivation) has been used since the dawn of civilization. However, during the F. Taylor period, managers realized that wages were on the verge of starvation - stupid and dangerous. As the well-being of the population improves, the carrot does not always make a person work better.

A major role in this area was played by the works of Z. Freud, who introduced the concept of the unconscious. The scientists put forward the thesis that people do not always act rationally. E. Mayo's experiments revealed a decrease in staff turnover due to an increase in the prestige of the profession, social, group relations.

Of interest from the point of view of highlighting motivating factors is the theory of human needs, proposed in
40s CC in. A. Maslow (Fig. 9.1).

Rice. 9.1. Hierarchy of needs according to A. Maslow human need

Need is a physiological and psychological deficiency of something. Needs serve as a motive for action. Maslow said that the next need in the hierarchy is satisfied after the need of the previous level is completely satisfied. Although this is not necessary in life, and a person may seek, for example, satisfaction of the need for status before his need for housing is fully satisfied.

F. Herzberg proposed two groups of factors in the 50s. CC in.

• hygienic (external in relation to work), which remove dissatisfaction with work;
• motivation factors (internal, inherent in work).

The first group includes normal conditions work, sufficient wages, respect for superiors. These factors do not automatically determine motivation. The second group of factors suggests that each person can be motivated to work when he sees a goal and considers it possible to achieve it.

The law of result (P. Lawrence and J. Lorsch) states that people tend to repeat the behavior that they associate with the result, the satisfaction of needs (on the example of the past).

D. McClelland singled out three needs: power, success, involvement. Success is not just a result, but a process of bringing to success. Involvement is a sense of belonging to something, the possibility of social communication, a sense of social interaction. He believed that at the present time, when all primary needs have already been satisfied, the enumerated needs of a higher order begin to play a decisive role.

Process theories of motivation

W. Vroom's Expectation Theory. Expectation is the probability of the occurrence of an event according to the assessment of a given person. A reward is anything that a person considers valuable to himself. Internal reward is given by the work itself, external reward is given by the boss.

Vroom identified three relationships. Labor costs are the result. The result is a reward. Valence, i.e. value, satisfaction with the reward, since the preferences of various people different.

M \u003d Z - R * R - B * Valence

Maslow's hierarchy of needs

Maslow believed that human needs have a hierarchical structure:

• Physiological needs;
• The need for safety and security;
• Social needs;
• The need for respect
• The need for self-realization;

Needs form five levels, each of which can serve as a motivation only after satisfaction of the need located at a lower level. That is, first of all, a person seeks to satisfy the most important need. Only after the satisfaction of the first need, a person begins to think about another. Thus, a hungry person will not think about security or respect or recognition in society until he has satisfied his need for food.

The question of motivation is perhaps the most important in all of personology. Maslow (Maslow, 1968, 1987) believed that people are motivated to seek personal goals, and this makes their life significant and meaningful. Really, motivational processes are the core of the humanistic theory of personality. Maslow described man as a "desiring being" who rarely reaches a state of complete, complete satisfaction. The complete absence of desires and needs, when (and if) it exists, is short-lived at best. If one need is satisfied, another one rises to the surface and directs the person's attention and effort. When a person satisfies her, another noisily demands satisfaction. Human life is characterized by the fact that people almost always want something.

Maslow suggested that all human needs congenital, or instinctoid, and that they are organized in a hierarchical system of priority or dominance. On fig. Figure 10-1 is a schematic representation of this concept of a hierarchy of human motivational needs. Needs in order of priority:

Physiological needs;

Security and protection needs;

Needs of belonging and love;

self-esteem needs;

Needs of self-actualization, or needs of personal improvement.

Rice. 10-1. Schematic representation of Maslow's hierarchy of needs.

This scheme is based on the assumption that the dominant lower needs must be more or less satisfied before a person can become aware of and be motivated by the higher needs. Therefore, the needs of one type must be fully satisfied before another, located above, the need manifests itself and becomes effective. Satisfying the needs located at the bottom of the hierarchy makes it possible to recognize the needs located higher in the hierarchy and their participation in motivation. Thus, physiological needs must be sufficiently satisfied before safety needs arise; physiological needs and the needs of security and protection must be satisfied to some extent before the needs of belonging and love can arise and require satisfaction. According to Maslow, this sequential arrangement of basic needs in a hierarchy is the main principle underlying the organization of human motivation. He proceeded from the fact that the hierarchy of needs applies to all people and that the higher a person can rise in this hierarchy, the more individuality, human qualities and mental health he will demonstrate.

Maslow allowed that there might be exceptions to this hierarchical arrangement of motives. He recognized that some creative people can develop and express their talent, despite serious difficulties and social problems. There are also people whose values ​​and ideals are so strong that they would rather endure hunger and thirst or even die than give them up. For example, social and political activists in South Africa, the Baltic States and Eastern European countries continue their struggle despite fatigue, imprisonment, physical deprivation and the threat of death. The hunger strike organized by hundreds of Chinese students in Tiananmen Square is another example. Finally, Maslow suggested that some people can create their own hierarchy of needs due to the characteristics of their biography. For example, people may prioritize the needs of respect over the needs of love and belonging. Such people are more interested in prestige and promotion than in intimate relationships or family. In general, however, the lower the need for hierarchy is, the stronger and more prioritized it is.

The key point in Maslow's hierarchy of needs concept is that needs are never met on an all-or-nothing basis. Needs partially coincide, and a person can be motivated at two or more levels of needs at the same time. Maslow suggested that the average person satisfies his needs approximately as follows: 85% physiological, 70% security and protection, 50% love and belonging, 40% self-respect, and 10% self-actualization (Maslow, 1970). In addition, the needs that appear in the hierarchy arise gradually. People do not just satisfy one need after another, but at the same time partially satisfy and partially dissatisfied. It should also be noted that no matter how far a person has advanced in the hierarchy of needs: if the needs of a lower level are no longer satisfied, the person will return to this level and remain there until these needs are sufficiently satisfied.

Now let's look at Maslow's categories of needs and find out what each of them includes.