What people need: positive motivation of employees and stimulation of work

Needs change with age, and with the satisfaction of one need another arises. Needs depend on family upbringing and a person’s psychotype, the behavioral script he has learned and, in addition, on achievements, failures and emotional trauma received in life. For effective personal motivation, it is necessary to know their needs and create conditions for their satisfaction. This publication provides a list of needs encountered by employees of different companies. For each need, lists of motivators are given.

An individual approach to motivation is very important. It is known that for one employee one need is dominant, for another - another. The leading ones can be several needs that are similar in mechanism and internal content.

A young and ambitious employee may be driven by the need for competition and achievement. In adulthood, he will strive for stability and a positive corporate culture.

In order to effectively personally motivate employees, it is necessary to know their needs and create conditions for their satisfaction.

An employee whose interests and needs are taken into account in the motivators offered to him feels needed and useful. He reasons as follows: “My career depends on my results: the better I perform, the more successful my career.” Then he will begin to say this: “I always receive awards, incentives and bonuses for my successes.” Then he will conclude: “These awards, incentives and bonuses are interesting to me because they take into account my preferences.”

This publication will present a list of needs encountered by employees of different companies. For each need, lists of motivators are given. When building a motivation system, all that remains is to identify the dominant needs of employees and select appropriate motivators for each.

The need to maintain vital functions and health

The needs of food, sleep, shelter and health are vital for all people.
However, there are employees for whom these needs are paramount. Such employees usually lead a healthy lifestyle, follow a diet, and are interested in new strengthening medications and nutritional supplements. They know well how many calories, vitamins and minerals are contained in healthy foods, and “bad” cholesterol in harmful ones. They regularly undergo preventive examinations, do fitness, and prefer active recreation. In the morning they do gymnastics and jogging. Outwardly they look well-groomed and fit. Cheerful and energetic.

Alas, the needs for maintaining vital functions and health are rarely fully satisfied among working people. In many companies, due to overwork, employees do not have time to have lunch or snack on the run. Overload and stress lead to chronic lack of sleep. Many employees rent apartments without having their own home, or feel an urgent need to improve their living conditions.

Unmet life needs create internal tension, make a person irritable and emotionally unstable. If the needs for adequate nutrition and restoration of strength through prolonged sleep are not met, a person’s health deteriorates and his performance decreases. He may get sick and be disconnected from the work process for a long period, which is completely unprofitable for the company.

The need for housing is especially acute for young employees who have started families. If a young specialist has a child and his wife is on maternity leave, this circumstance should definitely be taken into account when motivating an employee. He simply has no choice: in order to be able to take out a loan to buy an apartment, he will leave for another employer.

The need for housing must be clarified already when hiring a new employee to the company. Particular attention should be paid to this problem if a young employee is hired.

To this end, you need to ask the following questions.

"Where do you live?"
“Do you have a comfortable apartment?”
“Do you have a need to improve your living conditions?”

If an employee says he has a housing problem, you need to find out whether he can solve it himself.
If he expresses hope that the company will help him buy an apartment, it is necessary to assess his financial capabilities and set the terms for issuing the loan. Of course, if a company can help an employee solve his housing problem with a loan, this will act as a long-term motivator for him. However, if for one reason or another the company cannot help the employee, then after some time he will be forced to move to another place of work. Housing problems will still have to be resolved.

The following motivators are recommended as recommendations for meeting the most important needs for maintaining vital activity and health:

Organize hot lunches for staff.
Set fixed lunch times for the entire company or separate times for each department.
Give negative feedback if employees neglect lunch.
Lead by example and eat nutritious meals regularly.
Discuss the principles of a healthy lifestyle at informal events.
Take care of your own health, play sports, be fit and cheerful.
Express positive feedback to employees who participate in sports.
As an incentive, issue passes to swimming pools, gyms or sports clubs for successful employees.
Organize sports activities (football competitions, table tennis tournaments, etc.)
Equip your company premises with a gym so that employees can exercise after work.
Find out the vital needs of employees at the stage of admission to the company.
Provide access to loans for valuable employees for vital purchases (for example, an apartment).

What are human biological needs

A need is a need for something necessary for the life of an individual organism, a social group, or society as a whole. Needs motivate a person to action.

Man, like every living creature, is part of nature, part of the world around us, where everything is interconnected. Biological needs are the primary or innate needs of the body.

These include the needs to breathe, eat, move, sleep, rest, reproduce, be healthy, and be safe.

As a biological species, man has not changed since his appearance. Therefore, these needs remain unchanged throughout existence.

How do needs manifest themselves?

Feelings of discomfort, anxiety, negative emotions are external manifestations of a biological need.

Satisfied needs are accompanied by positive emotions.

Example

A hungry person is keenly aware of the smell of food. Lack of air is accompanied by spasms. These are clear signals about the need to satisfy the need for food and air.

Biological needs are divided into two groups: basic or primary and natural or physiological.

These definitions are quite arbitrary. They are characterized differently in different studies. Our classification is based on the work of the famous American scientist A. Maslow on human needs.

What are the basic needs?

Basic needs ensure human survival.

They appear in the first minute of birth. The child communicates this by crying. The first breath is the first biological need. Next comes food, water, sleep. The absence of these basic biological needs leads to death. Basic biological needs ensure human survival.

The most important is the need for air, or more precisely, oxygen. Every cell of the human body is saturated with oxygen. With its help, many metabolic reactions occur. Cells consume 200-250 ml of oxygen every minute. The quantity per day is 300 liters.

When a person is engaged in hard work, the need for oxygen increases several times. A person can live no more than 5 minutes without air.

Clean air is important to people. Anthropogenic air pollution negatively affects health.

The need for sleep is important. During sleep, the neuronal cells of the brain “rest”, the body works in economy mode, and strength and health are restored. If a person spends two days without sleep, the body experiences hormonal changes and disruption of neural connections in the cerebral cortex. After three days, the load on the heart increases, and brain cells begin to break down. Ultimately the person dies

That's why it's so important for a person to get enough sleep.

As a biological need, nutritional balance is very important. Food provides the body's energy needs. The food must contain all the necessary microelements: fats, proteins, carbohydrates, amino acids. The taste of food is also very important.

A modern person receives most of his basic needs for money: food, housing, water, things, medicine. Nature gave man only air.

How a person earns money is of fundamental importance, because... work should bring not only material well-being, but also satisfaction.

Need for recognition

Employees for whom the need for acceptance and approval from management and colleagues is the leading one, reason like this.
“The main thing is that I be respected. If I don’t feel respected and recognized for my successes, I won’t be able to work for any money.” As a rule, these are emotional and open people. Encouraging the need for recognition is beneficial to the company because it is usually expressed in diligent employees. We can distinguish two planes of relationships in which employees can satisfy their need for positive acceptance - vertical and horizontal. Vertically, this is a positive assessment and recognition of a job well done by management. Horizontally - this is recognition from colleagues, respect for the professionalism and experience of the employee, turning to him for advice, advice or professional help.

Recommendations for motivating employees who need recognition:

Publicly, at a meeting or meeting, express a positive assessment of an employee who has successfully solved a difficult problem.
Remember that verbal gratitude motivates no less than monetary encouragement.
Express gratitude for good work in a timely manner, immediately after the employee receives a good result.
Develop and implement a system of titles in the company for successful employees (for example, “Golden Broker” in a real estate agency or “Best Salesman of the Month” in a trading company).
Reinforce the rank system with symbolic insignia (such as pins or name cards that can be pinned to a suit lapel or work uniform).
Develop and implement a modern stand in the company with information and photographs of successful employees.
Give a successful employee the right to independently design his office or workplace.
Reward employees for their length of service with the company.
Organize an exhibition of achievements in a successful division (for example, make exhibits of the goods that your company produces, put a card with the names of the manufacturers for each exhibit).

Self-affirmation and self-esteem

The feeling that a person has not been able to achieve recognition in an area that is important to him gives rise to depression, apathy, and his self-esteem decreases. Then he either makes efforts to achieve what he wants, or switches to another area - this is a compensatory strategy of self-affirmation.

This is not to say that such a switch will help you feel fully realized in life. Just because a person became a famous lawyer does not mean that he still regrets that he did not become a famous artist. However, his acquired social status and recognition from society will help a person increase self-esteem and gain psychological resources in order to somehow realize once unfulfilled dreams.

Need for communication

The manifestation of the need for active communication depends on the character and age of the person.
Open, active and sociable people are more inclined to communicate with colleagues, clients and partners than reserved people. The latter gravitate towards work where contact with people is limited, and exhibit such traits as a desire for concentration, depth, thoroughness and pedantry. For open people, it will be motivating to organize work in a common room, associated with intense communication, and for employees who need concentration, it is better to work in separate offices or behind partitions and with a minimum of contacts.

Young employees without families and children are more eager for active contacts than mature people burdened with family responsibilities. The need for sociable and young people to communicate must be reinforced at work. If this group of employees is prohibited from communicating, they will still talk, only hiding from management. So the question is how much time should be devoted to informal communication at work. There is an opinion that it is enough to exchange short phrases to feel the “shoulder of a friend.”

In a youth company, it is necessary to allocate special time for informal events - field trips or tourist trips. It would be nice to introduce a coffee break so that employees can chat for 10-15 minutes before lunch and the same time after.

For a group of mature employees, a motivating factor will be organizing corporate holidays or outings with family members.

In a Russian company engaged in the design of construction works, a mandatory communication break was introduced into the corporate code, which was organized in the canteen for 15 minutes in the afternoon. Everyone could come at a certain time to chat with colleagues over a cup of tea or coffee.

Motivators for sociable employees:

Formulate tasks for active and sociable employees that involve intensive contacts (organizing contact with an important client, developing a new client base, business trips to other cities and countries).
Direct sociable employees to resolve conflict in the department or company.
Periodically have lunch with outgoing and successful employees, and chat informally with them during lunch.
Remember: the desire of employees to communicate informally cannot be completely prohibited, but with reasonable encouragement of this need, people can be stimulated.
Set aside a special time for informal communication (for example, 15 minutes before lunch and 15 minutes after), announce your decision to the staff and justify its necessity.
Organize a coffee break in a corporate cafe or canteen on Friday, towards the end of the work week, to summarize and communicate between employees.
Organize regular vacations for the company or individual departments.
Invite family members of your employees to a corporate vacation.
Organize corporate events (for example, a company birthday).
Create corporate traditions (for example, visiting cultural centers, sailing on a ship on the river on one of the days of the May holidays; a spring picnic in nature, etc.)

The need for belonging to a reference group and teamwork

In any company, in addition to the official, staff structure, there is an informal structure of relations between employees, which arises on the basis of mutual assessments and likings.
The need to be together with everyone is expressed in the desire to become accepted by team members, to have positive relationships with colleagues and likeable employees. The desire to belong to a reference group is present in all employees, both sociable and closed. “I want to work in a team,” say people who have a dominant need for teamwork. This is manifested in the fact that employees go to lunch together, drink tea, smoke, discuss corporate news, sports achievements of their favorite team, etc.

If the need to belong to a group is not satisfied, the employee becomes an outsider and takes it hard. The difficulties of social adaptation of a new employee in a consolidated team are associated precisely with the difficult inclusion in informal, friendly interaction.

Motivators for employees who need teamwork:

Know the informal structure of your unit (company).
Maintain good relationships with opinion leaders who have positive values.
Delegate important professional tasks to informal leaders.
Direct informal leaders-peacemakers to regulate conflicts between employees.
In order to facilitate the social adaptation of new employees who have a need for teamwork, select a mentor from among experienced employees.
Create permanent working groups.
Designate separate areas for team work.
Maintain team symbols and insignia.
Encourage quick meetings to share information and opinions within the team.
Express satisfaction with the team's successful performance in formal meetings.
Introduce a corporate requirement for a formal suit for all employees and the same uniform for workers.
Send the entire team to training, exhibitions, and conferences as a reward for successful work.
Encourage team sports and competitions between teams, and team building training.
Create conditions so that employees can exchange words while working.
Give work groups breaks to work together so they can socialize.

Need for reliability and security

Not all, but many employees have a need for reliability and security (physical, emotional, economic).
Usually these are cautious people who prefer order and comfort. They value their word and show commitment and responsibility. They do not like to be late and can be pedantic. Physical safety is ensured by working conditions that have minimal or no risk to life. Employees who show caution and increased anxiety are motivated by working conditions that are not associated with risks to health and life.

The need for emotional security manifests itself in the fact that employees are sensitive to the management style of their immediate supervisor accepted in the company or department. A boss who yells, humiliates and insults his subordinates lowers their self-esteem and affects their self-esteem. If such an employee decides to resign, the supervisor's conduct will not be cited as the reason for the termination. However, with the wording “I ask you to fire me at your own request,” the real, but hidden reason will be precisely the manager’s inadequate management style.

During a consultation with a psychologist, a young employee complained that the entire senior management of the company actively used profanity. During meetings and decision-making, obscene words were often used. Moreover, if one of the employees did not support this style of “communication”, he was considered an “outsider”. The company experienced increased staff turnover, with competent and active employees leaving. After a short time, the young man who consulted the psychologist also quit.

Satisfying employees' need for emotional security may also be jeopardized in companies where the practice of firing employees unexpectedly without explanation is common. For example, if an employee of retirement age who was on vacation and did not know about his dismissal before returning to work was fired, many other employees of pre-retirement and retirement age will remain in a tense state for a long time.

The same tense situation develops in a company where staff reductions are regularly carried out without prior informing people and lack of information about the criteria for selecting employees. falling under reduction.

The need for economic security manifests itself in the expectation of working people to receive the reward promised by contract. If a company regularly delays wages or has cases of paying less money than promised, the staff's need for economic security will not be met. As a result, increased staff turnover may occur.

Motivators for employees who need reliability and safety:

Organize a good workplace environment (air conditioning, lighting, absence of noise and gas pollution).
Provide warm cabins for workers so they can change clothes and clean up after their shift.
Develop a confident but reserved style when communicating with subordinates.
Do not allow yourself to raise your voice and shout at your subordinates.
Don't use profanity at work.
Value the human dignity of your employees, do not humiliate or insult your subordinates.
Strictly adhere to your economic promises regarding the payment of wages and bonuses.
Don't threaten to cut wages unless absolutely necessary.
Explain and justify the distribution of bonuses between employees, talk about the criteria for evaluating work.

Role/mask 2. Scapegoat.

There is a parable about the scapegoat, which says that the priest of a village took a goat and blamed all the sins of that village on it. Then they took the goat into the desert, where it slowly died of thirst, as if through its suffering it cleansed the village of sin.

In a family, such a child is burdened with a lot of guilt and responsibility. You may find that the child, who, however, was not expected in this world, is to blame for all the troubles in the family. Then, in different ways, the parents take it out on the grief-stricken child for their failed life - “if it weren’t for you, then I...”!

Often, in order to achieve their failed goals in life, parents “out of good intentions” use the child without taking into account his interests. There are a limitless number of examples that can be given. The main slogan of such parents is: “I’m trying for you,” “I know better what’s good for you.” In any case, the child fulfills his role as a “scapegoat” for his parents.

“I don’t suffer for myself” is the slogan of such a child. Such a child is very hostile and does not obey his elders. By type of character, he is touchy, gloomy, angry, and has very low self-esteem. In order to receive surrogate recognition, love, approval, he attracts attention through negative behavior. He can easily break glass at school with a stone, and all in order to attract the attention of teachers, parents, and peers. Since people pay attention to it, it means it is significant.

The metaphor is that the pendulum doesn’t really care which side you swing it from.

The need for cooperation with company management

For many responsible and active employees, an important need is the desire to cooperate with company management.
These employees say: “We solved this difficult problem”, “Our company has won a leading position in the market”, “In our company it is customary to treat customers with respect”, etc. They show initiative and set new tasks for management, and management is expected to provide resources for their solution.

An employee of a large publishing house said: “In my previous job, when I was given a task, I always knew that completing it was my responsibility alone. No one was interested in how I would deal with her decision. Do it, and that’s it... Now that I’ve moved to another publishing house, the manager says: “Tell me what you need to solve this problem, and we’ll organize everything, just do it...” How I like it! How stimulating this is to work! I want to work and achieve success!”

Recommendations for motivating employees who need to cooperate with management:

Show your attitude towards loyal employees as work partners.
Say this: “We work together for the benefit of the company.”
Clarify publicly at the meeting: “Nikolai Vasilievich and I decided...”
Involve loyal employees in the overall solution of the company’s problems (invite them to meetings, ask for their expert opinion).
Say this: “I would like to consult with you about solving an important problem...”.
If necessary, organize a brainstorming session to solve current problems in the company by inviting competent employees.
Know about important dates in the lives of valuable employees and congratulate them (birthdays, anniversaries, family events).
Shake hands with employees, ask about family matters.
Invite successful and loyal company employees to informal events held “in a narrow circle.”
Invite diligent employees to your office after work for a friendly chat.

What is “love made of”?

Not only from the feelings and romance of first love! It is filled with thoughts, a style of relationships, understanding oneself and understanding another - this is a lifelong movement towards each other! And we will learn to love each other all our lives - learn to live together. We went through 8 basic needs in a relationship, took a closer look at ourselves and our partner. I hope that with benefit and understanding that Love is not sustained by itself. She asks, demands mutual contribution, attention, understanding, care, acceptance and response! She is a consequence of the decision made to be together. And we should learn to be together!

Need for emotional stress and risk

Many people have a dominant need for emotional stress and risk.
Often such people choose extreme professions and become stuntmen, racers, test pilots, rock climbers, submariners, etc. But it also happens that, while working in a “peaceful” profession, they “have a blast” during off-duty hours and get carried away extreme sports. However, when organizing an extreme vacation, it is important not to make a mistake in selecting employees who are invited to spend their free time in conditions of risk and stress. Otherwise, instead of motivating staff, you can increase the number of layoffs.

Sometimes a manager who has a need for risk seeks to organize an extreme vacation for his employees. So, in a small Russian company, a young manager was fond of extreme driving. For a long time he tried to involve the male part of his staff in his hobby. However, there were no people willing to join him. Having failed, he ordered the employees out by plane and tried to force them to jump with a parachute. Some liked it, but many refused and later left the company.

Motivators for employees who need emotional stress and risk:

Formulate challenging tasks for such employees, set goals that will force them to work with tension and effort.
Emphasize personal responsibility for completing difficult tasks.
Say this: “Only you, Sergei Ivanovich, with your activity and passion, can solve this labor-intensive task!”
Give employees assignments in which they need to show endurance (frequent business trips, setting up a new production, etc.)
Talk about the risks associated with the new project and your trust in the employee's ability to take reasonable risks.
Direct employees to presentations and tenders.
Organize extreme holidays for workers who need to take risks.
Make a stand with photos (rafting down a mountain river, skydiving, extreme driving, etc.)
Organize themed corporate evenings where employees can talk about their extreme hobbies.

2.1. Physiological needs
2.2. Needs for security and confidence in the future
2.3. Social needs (needs of belonging and involvement)
2.4. Need for respect (recognition and self-affirmation)
2.5. The need for self-realization (self-expression)
2.6. Self-actualization assessment

Chapter 2. Hierarchy of human needs. Maslow's model

None of the existing theories of motivation has such an impact on the thinking of managers 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 employee behavior. Maslow proved that people's motivation is determined by a wide range of their needs. If earlier managers motivated subordinates almost exclusively only 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 force employees to do what the organization needs.

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

Scheme 1. Hierarchy of human motivation needs in order of priority

The theory of the hierarchy of human needs is based on a pattern: when a need at one level is satisfied, a need at the next, higher level arises. A 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 achieves 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. 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 body, maintenance and continuation of life. In relation to the working environment, they manifest themselves as the need for wages, favorable working conditions, vacation, etc.

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

To pay for the basic needs of life, employees must be motivated by long-term benefits, providing them with a tangible high income and sufficient remuneration, and providing them with breaks from work, weekends and holidays to recuperate.

If a person is dominated only by these needs, crowding out everything else, then he has little interest in the meaning and content of work, and cares mainly about increasing his income and improving working conditions.

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

A person’s dissatisfaction may also indicate the dissatisfaction of needs at a higher level than the level of the need about which the employee complains. For example, when a person thinks he needs a rest, he may actually be feeling the need for security rather than a day off or a 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 precautions, labor protection, improvement of working conditions, etc.) and economic (social guaranteed employment, social insurance in case of illness and old age) security. Satisfying the needs of this group provides a person with confidence in the future and reflects the desire to protect oneself from suffering, dangers, illnesses, injuries, losses or deprivations. Confidence in the future is acquired through guaranteed employment, purchasing an insurance policy, pension provision, the ability to store money in banks, and by creating insurance potential through receiving a decent education.

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

To address workers' safety needs, employers need to:

1) create safe working conditions for employees;

2) provide workers 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 involvement)

After 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 a team and feel the support and cohesion of the group.

All this is expressed in the desire for warm relationships with people, participation in joint events, and 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.

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

To address the social needs of employees, management must:

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 relationships;

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

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

2.4. Need for respect (recognition and self-affirmation)

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

Every person enjoys feeling that he is indispensable. The art of managing people is the ability to make each employee understand that their work is very important for overall success. Good work without recognition leads to disappointment in the employee.

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

The most objective and stable self-respect 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. New dissatisfaction and new anxiety appear until a person does what he likes, otherwise he will not find peace of mind. Spiritual needs find self-expression through creativity and personal self-realization.

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

A person’s desire to fully reveal himself, use his knowledge and skills, implement his own plans, realize individual talents and abilities, achieve everything he wants, be the best and feel satisfied with his position is currently undeniable and recognized by everyone. This need for self-expression is the highest of all human needs.

In this group, the best, more individual sides and abilities of people appear.

To effectively manage people you need:

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

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

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

1) manage and control;

2) persuade and influence;

3) compete;

4) lead;

5) achieve goals and objectives.

All this needs to be supported by praise for good work. It is important for people to feel that they are performing well and being individuals in their own way.

An important fact for managers is that all human needs are arranged in a hierarchical order.

Low level needs.

1. Physiological needs.

2. Needs for security and confidence in the future.

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

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 experiencing hunger will first seek 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; bread is only interested in those who don’t have it.

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 strive for respect from others.

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

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

If at the moment the employee is motivated primarily by the opportunity to satisfy safety needs, the manager can be confident that once these needs are satisfied, the person will look for opportunities 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 fully satisfied, but when these needs are sufficiently satisfied.

It must be taken into account that the needs of the lower level form the foundation on which the needs of the higher level are built. Only if lower-level needs remain satisfied does the manager have a chance to succeed by motivating employees through satisfying higher-level needs. 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 the lower level completely. For example, people usually begin to seek their place in a certain community long before their security needs are met or their physiological needs are fully satisfied.

The key point in the concept, Maslow's hierarchy of 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 simultaneously.

Maslow suggested that the average person satisfies his needs something like this:

1) physiological – 85%;

2) safety and protection – 70%;

3) love and belonging – 50%;

4) self-esteem – 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 fell roughly in the order presented. 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 for people’s actions are mainly not economic factors, but various needs that cannot always be satisfied with money. From this he concluded that as the needs of workers are met, labor productivity will increase.

Maslow's theory has made important contributions to understanding what makes workers more effective. People's motivation is determined by a wide range of their needs. Individuals with high power motivation can be divided into two groups.

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

The second group includes those who strive for power in order to achieve solutions to group problems. Particular importance is attached to the need for power 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, to give them the opportunity to satisfy it.

People with a strong need for achievement are more likely than others to become entrepreneurs. They like to do things better than their competitors and are willing to take on 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 have a better chance of making a career, gradually rising up the job ladder.

2.6. Self-actualization assessment

The lack of an adequate assessment instrument to measure self-actualization initially thwarted any attempt to validate Maslow's basic claims. However, the development of the Personal Orientation Inventory (POI) has given researchers the opportunity to measure values and behaviors associated with self-actualization. It is a self-report questionnaire designed to assess various characteristics of self-actualization according to 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.

The POI consists of two main scales and ten subscales.

The first main scale measures the extent to which a person is self-directed rather than others-directed in the search for values and meaning in life (characteristics: autonomy, independence, freedom - dependence, need for approval and acceptance).

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

Ten additional subscales are designed to measure important elements of self-actualization: self-actualization values, existentiality, emotional reactivity, spontaneity, concern for one's interests, self-acceptance, acceptance of aggression, capacity for close relationships.

POI also has a built-in lie detection scale.

Numerous studies allow us to consider the validity of POI proven.

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

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

2. I feel that I have to do what others expect of me (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 for others to approve of what I do (N).

6. I do not accept my weaknesses (N).

7. I may like people whom 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 to be popular.

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

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

13. I am not obliged 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) partially agree;

4) I agree.

The symbol (N) following the statement indicates that when total values are calculated, the score for this item will be inverted (1 = 4, 2 = 3, 3 = 2, 4 = 1). The higher the total value, the more self-actualized the respondent is considered.

In a study of several hundred college students, Jones and Crandall found that self-actualization index scores were positively correlated with all scores on the much longer POI (r = +0.67) and with measures of self-esteem and “rational behavior and beliefs.” The scale has some reliability and is not susceptible to “social desirability” response selection. It was also shown that college students who participated in self-confidence training had significant increases in 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. Spontaneity, simplicity and naturalness.

4. Focused on the problem.

5. Independence: 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 tension, as well as moments of relaxation, peace, bliss and tranquility).

9. Public interest.

10. Deep interpersonal relationships.

11. Democratic character (lack of prejudice).

12. Distinction between means and ends.

13. Philosophical sense of humor (friendly humor).

14. Creativity (ability to create).

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

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

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Need for social status and power

This need manifests itself in the desire to exercise influence, management and control over the situation and other people.
Essentially, this need is associated with the presence of leadership potential and organizational abilities. Such people strive to control the situation, exercise power and influence. In one of the company’s divisions, a young employee had clear leadership potential, but there were no available vacancies for leadership positions at that time. To stabilize the employee and increase motivation, he was required to supervise several students who were interning at the company. Managing the internship turned out to be so successful, and the proposal for new projects was so profitable for the company, that it was decided to organize a new division, the head of which was a young employee.

Motivators for employees who need leadership:

When applying for a job, show the prospect of career growth.
Include an employee in the reserve for a managerial position, look for a specialist to fill a vacant vacancy in your company.
Keep your promises to promote an employee.
Delegate complex tasks with personal responsibility to your employee.
Create conditions for the employee to realize his organizational abilities.
Create new directions and transfer them to employee leaders.
Support the development of new projects within the company.
Remember that employees with leadership potential are able to make long-term plans and successfully implement them.
Organize and maintain a corporate institute in the company, in which ambitious and competent employees can be internal teachers.
Be interested in new ideas and initiatives of employees.

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How to get out of this scenario?

To begin with, it is important to understand that getting out of this scenario is more of a path than a specific action. And this path in reality may not be as easy, simple and fast as we would like.

But nevertheless, many people, with regular work on themselves, manage to get out of repetitions of the traumatic scenario and learn to build relationships where their important needs are met.

The easiest way to go through this path is in personal therapy with a psychologist. Because with a psychologist it will be much easier for you to realize that you are repeating a painful scenario from your childhood in your adult relationships, and what kind of scenario it is. Thanks to your relationship with a psychologist, you will be able to understand exactly how and why you are doing this. It will be easier for you to figure out what can be changed in this scenario.

And also right in this relationship you will be able to gain “new experience”, where you get in a relationship what you could not get from your parents as a child. That is, through a relationship with a psychologist, you can learn to build your relationships with other people differently, not the way you are used to. And in a more satisfying way.

What can you do to get out of the repeating scenario of unmet needs:

Realize and study this scenario in detail - how it manifests itself, where it begins and how it ends. What needs of yours can't be met in this relationship? And in relationships with whom did a similar situation repeat itself in childhood?
Try to internally disconnect your past childhood experiences when this scenario was formed and your current relationship situation. Find 10 differences between these situations. And 10 differences between the people with whom this scenario was formed and with whom it is repeated now.
Work through your repressed feelings that you have from childhood in relation to the person with whom you formed this traumatic scenario.
Learn the skills you need to meet your relationship needs.
Think about where, when and with whom you can satisfy those needs that were not met in your childhood in your relationship with your parents. What can you do for yourself? What can you ask other people for?
Learn to “accept”, internalize, what you need and cannot get when your traumatic script is activated.
Track and notice when you are trying to meet these needs in those places and with those people who cannot give it to you. And with these needs of yours, go to other people - to those people who give it to you.
Gradually surround yourself with people who can and do meet your needs. And learn to build mutual relationships with them with equal exchange, where you mutually satisfy each other's needs.

If you want to sort out your needs and learn how to build relationships in which your needs are met, then I invite you to come to me for online therapy.