宿州市最新招聘信息网:马斯洛的需求理论怎么样可以和现实中的organisation联系起来,这个理论还存在什么问题?

Psychologist Abraham Maslow did much of the classic work on motivation theory. He believed that the key to motivating people is understanding that they are motivated by needs, which are arranged in a hierarchy of importance. This hierarchy is known as Maslow’s need hierarchy (see power point slide). Maslow theorized that people seek to satisfy needs at the lowest level of the hierarchy before trying to satisfy needs on the next-higher level. What needs motivate a person depends on where that person is on the hierarchy at that time. In particular, Maslow believed that motivation should be examined in terms of five sets of needs:

1.Physiological: The need for food, sleep, water, air, and sex
2.Security: the need for safety, family stability, and economic security
3.Social or affiliation: The need to belong, to interact with others, to have friends, and to love and be loved
4.Esteem: the need for respect and recognition from others
5.Self—actualization: the need to realize one’s potential, to grow, to be creative, and to accomplish

Maslow argued that as we satisfy any one of these five sets of needs, that set becomes less important to us and motivates us less. Eating, for example, satisfies the physiological need of hunger and leaves us less interested in food. In the same way, the need for affiliation and friendship is strongest for someone who feels excluded. Once this person makes friends, the need to belong becomes less important.

Climbing the Hierarchy Maslow believed that these needs were arranged in a hierarchy from “lowest” to “highest,” as shown in Figure 6-2. Maslow suggested that we “climb” the hierarchy. That is, we first satisfy our basic physiological needs. Only when we have done so are we motivated by the needs at the next-higher level of the hierarchy: the need for safety and security. When this group of needs is met, we move on to the next level, and so on. This move up the hierarchy as needs are satisfied is called satisfaction progression.

Lessons from Maslow’s Hierarchy Maslow’s view of motivation shows that people have a variety of needs. People work for many reasons besides the paycheck that buys them food and shelter. They work so that they can be with others, gain respect, and realize their potential. Management must consider these needs when it designs reward systems for employees. Also, Maslow’s hierarchy emphasizes that people differ in the needs that are currently most important to them. For example, a worker faced with heavy mortgage payments may focus primarily on security needs. Another, with the mortgage paid off, may be more concerned about social needs. While the former employee might be strongly motivated by money, the latter may be more motivated by being included in a group. Finally, the hierarchy also makes it clear that need importance and need satisfaction are very different things—need importance (which drives motivation) often flows from dissatisfaction.

Maslow’s need hierarchy provides useful perspectives for understanding motivation, and it has been widely accepted. However, more recent research suggests that it is only partially correct. For instance, satisfying needs at the top of the hierarchy generally does not lead to a decrease in motivation. Instead, people who are able to self-actualize become more motivated to take on self-actualizing activities. Further, instead of five sets of needs, people’s needs seem to cluster in just two or three sets, as discussed later. Also, the climb up the hierarchy is rather unpredictable; once we’ve satisfied needs at the lowest levels, needs at any of the other levels may become more important to us.

马斯洛的需求层次理论是用来解释个人的行为动机的，与社会组织没有直接的联系，如果硬把它们拉在一起，就太牵强附会了。心理学和社会学的解释层次是不同的，两者的问题不能混为一谈。心理学的研究对象是个体，而社会学（或者政治学）的研究对象则是群体或者社会整体。马斯洛的心理学被称为“人本主义心理学”，我们从这一名称上也能对它的研究对象有所了解。

不同意三楼的观点，马的理论中就有归属需要，这自然和社会组织有关系了。

人的需求是复杂的,一个认有可能同时处于马斯洛理论的多个层次