Employee’s Hierarchy of Needs, Part 3 of 3: Self-Fulfillment Needs

The top tier of the hierarchy of needs includes self-fulfillment needs.

Maslow's hierarchy of needs - self-fulfillment needs

In the first two parts of this series, Part 1: Basic Needs and Part 2: Psychological Needs, I described Abraham Maslow’s 1943 Theory of Human Motivation and the idea of a Hierarchy of Needs. As humans, we all strive to achieve our full potential and feel a sense of self-fulfillment. Before we can reach the highest level in our hierarchy of needs (self-fulfillment), we must first ensure our lower levels of basic (physiological and safety) and psychological (belongingness & love and esteem) needs are addressed.

employee basic and psychological needs

This same theory of motivation and a hierarchy of needs can be applied to employees in the workplace. In Part 1 I described how the physiological need equates to the need of adequate workspace and the safety need equates to security & stability in the workplace. In Part 2 I described how the belongingness & love needs convert to team camaraderie in the workplace and esteem needs match individual achievement in the workplace.

These basic and psychological needs must be met in the workplace before an employee can achieve a sense of self-fulfillment, or engagement & innovation.

Employee Hierarchy of Needs - self-fulfillment

If you address the first four levels of the employee’s hierarchy of needs, you’ve given your employees the tools they need to succeed and it’s likely they will have the potential to be truly engaged. By reaching the top level of the hierarchy, employees are given the opportunity to meet their self-fulfillment needs. Your employees will begin to feel a sense of ownership over their work and sense will empower them to continue working toward the greater good of the company while simultaneously inspiring those around them to do the same.

There will always be little things that go wrong, but employees who exist in the self-fulfillment tier of the hierarchy will be able to look past these things and focus on the work in front of them with intrinsic drive, passion, imagination, and creativity.

Once employees make it to the top tier of the hierarchy, it’s a lot easier for them to stay at this level and bring other employees with them. Employees at the self-fulfillment level inspire those around them and create a ripple effect of engagement. Their enthusiasm and attitude help others strive to operate at their same level and engagement becomes contagious.

It is important to remember that moving through the hierarchy of needs is fluid; we can always be bumped down to a lower level of the hierarchy and we can climb our way back to the top. This means we have to work through challenges and barriers to get back to the top, which can sometimes be difficult to deal with. However, once employees reach the top of the pyramid, it becomes much easier to get back there the next time around.

It is a long and difficult journey to help employees reach the top of the employee hierarchy. That’s why true employee engagement is so rare! According to Gallup, a research-based, global performance-management consulting company, only 15% of employees worldwide are engaged at work. After working through this hierarchy, it’s easier to understand why.

If only 15% of employees worldwide are engaged and exist at the top of their hierarchy, where does everyone else fall? About 67% of employees are considered “not engaged.” These employees likely have their basic needs met and are looking to meet their psychological needs. The remaining 18% fall into the “actively disengaged” category. These employees are probably struggling to have their basic workplace needs met.

The big challenge for employers involves identifying the “not engaged” employees. These employees are often the hardest to identify because they are usually relatively happy or satisfied in their role. They do the bare minimum and are not invested in their company’s mission, values, vision, or goals.

Connecting the Dots

When reviewing the hierarchy as a whole, the first two tiers of employee engagement are generally covered by compensation, stability, security, and benefits. Some workplaces need to address basic resources so employees can do their jobs (technology, temperature, workspace, etc.) but in general, the first two tiers should be easy to confront as an employer. In addition, our need for social interaction, friendship, and belongingness can at least be partially addressed while at work. It’s the last two tiers that can be the trickiest to address.

When it comes to individual achievement, each person is different in the way they want to be recognized or respond to motivation. This takes more effort on the employers side to individualize the experience for employees. The critical point (no pun intended) is the top level, self-fulfillment, which is the hardest aspect of employee engagement for most employers and organizations to achieve.

When organizations provide the tools, the education, the environment, and the stability, employees can realize their potential. They start contributing ideas, leading, and bringing others along for the ride by inspiring them to be better employees. Reaching the self-fulfillment level of engagement gives employees the opportunity to inspire others around them and perform optimally – which is not only best for your employees, it is best for business.

It is important to see engagement as a day-to-day experience that ebbs and flows. Engagement is not something that will happen overnight, and change is hard. Engagement should improve with time and dedication from all levels of an organization. If an organization focuses on the day-to-day experience, the benefits of achieving or striving for engagement will become evident.

Self-fulfillment needs

 

Thank you for taking the time to read my post! If you’re looking for ways to increase your organization’s level of employee engagement, please review my services here and contact me here.

This was originally posted on LinkedIn on March 7th, 2018. See the full post here.

If you missed Part 1 on Basic Needs, you may read it here.

If you missed Part 2 on Psychological Needs, you may read it here.

*Credit to Zen Workplace and Health Links for the employee engagement hierarchical/framework concept.

 

Employee Hierarchy of Needs, Part 2 of 3: Psychological Needs

In my most recent Article, Employee Hierarchy of Needs: Part 1 of 3, Basic Needs, I described Abraham Maslow’s 1943 Theory of Human Motivation and the idea of a Hierarchy of Needs. Maslow proposed the concept that humans are motivated to attain certain needs (basic needs, psychological needs, and self-fulfillment needs), and some needs are prioritized over other needs (basic needs must be met before fulfilling psychological needs, etc.).

 

In Part 1, I described an employee’s basic needs in the workplace: workspace and security & stability.

When an employer meets an employee’s basic needs in the workplace, employees start to feel like they have an adequate workspace and are secure & stable in their job. With these basic needs met, employees can become successful and proficient in their job duties, and work with diligence and persistence. But doing a job proficiently and persistently doesn’t mean an employee is engaged. Now it’s time for psychological needs, team camaraderie and individual achievement, to be recognized and addressed in the workplace.

Psychological Needs #1: Team Camaraderie

Team CamaraderieMost of us spend at least 40 hours or more at work, which means we typically spend more time with our coworkers than anyone else in our life. The relationships we have within the workplace are critical to a successful and enjoyable work environment. We want to feel like we belong to the group and we need different types of relationships with other humans.

It is counterproductive for an employer, leader, or employee to discount the importance of positive workplace relationships. Have you ever heard someone say, “We are here to work, not make friends”? This approach sets an individual or organization up for failure because team camaraderie is vital to the success of an organization. Psychological safety, trust, a sense of belonging to a team, and positive workplace relationships are all things that must be promoted within a team in order for an organization to achieve the best organizational end result.

Why does team camaraderie come before individual achievement on the hierarchy? An individual can be successful and achieve on their own, but individual achievement does not always set a team up for greater success. If a team has one or more people focused on their own success and achievement over others, the team will not function as cohesively and successfully as they might if the individuals first feel accountable to their fellow members.

Getting the best result as a team requires collaboration with others before individual achievement. Zen Workplace uses Olympic athletes as an example: In many cases, Olympic athletes compete as individuals. But what drives the greatest individual performance? The connection to the team, the accountability to each other and the support from one another. Rarely does an individual athlete, who spent their time locked away in a gym training by themselves for years, come out on top. It is the same idea for the world of work.

team win

Think back to a time when you were on a dysfunctional team. What happened when one or more team members focused more on their individual achievement than the achievement of the group? How did that make you feel? Did you feel like they were trying to put their own achievement over your own? Did you become suspicious and lose trust? What was the outcome?

individual celebrationPsychological Needs #2: Individual Achievement

Once team camaraderie has been established, it is easier for an individual to focus on their own achievement. Our society and culture has trained us to be modest, and it is hard for most of us to express overt pride in our work. We don’t want to seem like a showoff, or like we are bragging. But, if organizations are to reach the next level of an employee’s hierarchy of needs, where employees feel engaged in their work, organizations must promote confidence, self-esteem, and pride among their employees. When employees lack pride or confidence in their individual contributions it is difficult for them to begin taking initiative and pursue their responsibilities and job duties with passion.

group celebrationWhen a team has a solid foundation of trust formed through their team camaraderie, individual achievement becomes something the team celebrates as a whole instead of feeling competitive, negative, and bitter. When you have genuine happiness and pride for your teammates’ accomplishments, the feeling of camaraderie is reinforced through positive feedback and gratitude.

altruismWhen your team cares about how their fellow members perform and achieve, they begin to feel like their own work matters to other people. They can begin to feel like they are making an impact. Individual team member achievement becomes so much more than the achievement itself. Instead of focusing on just the achievement, individuals begin to feel like they are contributing to the greater whole, something bigger than themselves. This sense of altruism promotes employee engagement.

Connecting the DotsConnecting the Dots

Promoting a work environment where the psychological needs of employees can be met is vital to the success of an organization. When organizations, departments, or individual teams lack team camaraderie and do not promote individual achievement, they will never have employees who are fully engaged. Unfortunately, it seems as though this is typical for many organizations worldwide. As I described in my article, How to Increase Employee Engagement: Treat Your Employees like They Matter, only about 15% of employees worldwide are engaged. Non-engaged employees lack the commitment and connection to their company that engaged employees feel. This lack of engagement may be a result of a cutthroat culture, or the idea that it’s every individual for themselves. The lack of support through team camaraderie and the difficulty expressing pride in their work may be one of the factors leading to this lack of engagement.

Have you experienced a work environment where you had great team camaraderie? Have you worked within an organization where you did not feel like people were jealous and bitter of your achievements? How did this influence your productivity and engagement in the workplace?

employee basic and psychological needs

Thank you for taking the time to read my post! If you’re looking for ways to increase your organization’s level of employee engagement, please review my services here and contact me here.

This was originally posted on LinkedIn on February 23rd, 2018. See the full post here.

Please check the second article in this series, Employee Hierarchy of Needs, Part 3 of 3: Self-Fulfillment Needs.

If you missed Part 1 on Basic Needs, you may read it here.

*Credit to Zen Workplace and Health Links for the employee engagement hierarchical/framework concept.