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Abraham Maslow

Abraham Maslow

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Abraham Maslow

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  1. Abraham Maslow KareemahAlsaleem, Lauren Crain, Amanda Maggio, Abbey Owen, Madeleine Sandridge 1908-1970

  2. Table of Contents • Biographic Information • Early Work • Hierarchy of Needs • Relation to human resource development

  3. Biographic Information • Born in 1908 in Brooklyn, New York • After graduating from City College of New York in 1927, he went to graduate school at the University of Wisconsin to pursue a degree in psychology • He was awarded his master’s degree in psychology in the summer of 1931 • He continued his research at Columbia University and from 1937-1951 he was a faculty member of Brooklyn College • American psychologist best known for creating Maslow’s hierarchy of needs

  4. Biographic Information • WWII inspired a vision of peace in Maslow and this led to his groundbreaking psychological studies in self-actualizing people • Maslow began taking notes and analyzing two of his mentors, anthropologist Ruth Benedict and Gestalt psychologist Max Wertheimer • These studies would be the basis of his research and work about mental health and human potential • He added many other subjects such as the concepts of a hierarchy of needs, motivation, self-actualization, and peak experiences

  5. Maslow’s Early Work • Maslow was a professor at Brandeis University from 1951-1969, and then became a resident fellow of the Laughlin Institute in California • In the spring of 1961, Maslow and Tony Sutich founded the Journal of Humanistic Psychology • In 1967, Maslow was named Humanist of the Year by the American Humanist Association • He is one of the earliest psychologists to focus attention on happy individuals • He insisted that the urge for self-actualization is deeply entrenched in the human psyche, but only surfaces once the basic needs are fulfilled

  6. Maslow’s Early Work • Maslow made self-fulfillment and happiness a central part of his life’s work • He wanted to understand human potential and what a human is capable of as his/herhealthiest self • His interest in human potential, seeking peak experiences and improving mental health by seeking personal growth had a lasting influence on psychology

  7. Hierarchy of Needs • Malsow’s idea that human actions are directed toward goal attainment • His attempt to synthesize a large amount of research related to human motivation • Built on the foundation that basic needs must be met before others • First four levels are considered deficiency or deprivation needs – they cause a deficiency that motivates people to meet those needs • Top level is considered a growth need • Metamotivation: the motivation of people who go beyond the scope of the basic needs and strive for constant betterment

  8. Physiological Needs • Required for us to sustain life • These are the lowest on the hierarchy – they are necessities such as air, food, water, sleep, sex • These are important to help maintain homeostasis

  9. Safety Needs • Security of environment, employment, resources, health, property • During emergencies these needs are at the forefront

  10. Social Needs • Includes love, friendship, intimacy, family • Obtaining love, intimate relationships, or close friends becomes important

  11. Esteem • Include the need for recognition from others, confidence, achievement, self-respect, attention, reputation, recognition and self-esteem • We want to feel good about ourselves; we feel that we matter

  12. Self-Actualization • Behavior isn’t driven or motivated by deficiencies but rather by one’s desire for personal growth and the need to become all the things that a person is capable of becoming • Includes morality, creativity, problem solving • This is the only ‘growth need’

  13. Relation to HRD • As HRD professionals, we need to understand that people fit into different levels of the pyramid • We can assess each employee and alter trainings to better suit them based on their needs • Maslow’s hierarchy can help managers better understand their employees

  14. Relation to HRD • The hierarchy of needs can also be used as a framework to determine which benefits an organization should offer to satisfy employee needs • Useful for motivating employees if the right balance of incentives are rewarded • Can actually increase revenues and decrease expenses

  15. Relation to HRD • Example: “Research conducted by the Employee Benefit Research Institute (EBRI) found that in 2004, 92 percent of employer spending for total compensation was on wages and salaries; however, the following year spending on wages fell to 81 percent” • Companies continuously strive to design benefit packages that attract employees while balancing monetary and nonmonetary incentives