Why We Work: Maslow on the job
By Rossiter, Alan P PhD,PE
Publication: Chemical Engineering Progress
Date: Sunday, February 1 2009
Why work? In an economy where layoffs, bankruptcies and foreclosures have become all too common, that seems like a ridiculous question. We need the money, of course! But is it really that simple?
All of us have a wide range of needs. Abraham Maslow, a prominent 20th century psychologist, classified
these needs into five distinct levels (J, 2) (Figure 1), and all of these can be met, at least to some extent, through work.
The foundation of the hierarchy - Level 1 - is our physiological needs. These relate to the physical necessities of life, such as food and water, shelter, and clothing. Level 1 needs are met, primarily, with the money we earn from working.
Level 2 in the hierarchy deals with safety. This goes beyond the absence of physical danger. It includes a more general longing for comfort and security, like an infant resting in her mother's arms - or a worker assured of a weekly paycheck.
At Level 3 we find love and belongingness. This includes the concept of romantic love, but its scope is much broader. It also encompasses our need for affiliation and being accepted. In the context of the workplace, we see this in the camaraderie that develops among coworkers, and the sense of group identity and pride that people often share in business and work endeavors.
Level 4 addresses esteem or status. It is not enough simply to be accepted by our peers, to be "one of the group." People have an innate desire to be considered competent, to be admired, to be respected. Professional accolades, promotions and awards can be a way of meeting this need, as can simple day-to-day recognition by peers, supervisors and subordinates.
Level 5 in the hierarchy is self-actualization - that is, becoming everything that we are capable of becoming. We need more than just the respect of others. We need also to pursue our full potential. In the workplace, professional development is a vehicle that we can use to express our creativity, expand our capabilities, and grow as people.
Job satisfaction
The material fruits of our labors meet our basic survival needs. But beyond this, why do we choose the specific job that we do? The answer, for most of us, can be summarized in one word: satisfaction.
What does satisfaction in the workplace look like? A survey (3) of chemical engineers in Britain and America identified the top seven sources of satisfaction and dissatisfaction. Money is important, of course, and in the survey, salary ranked third among the sources of job satisfaction, behind interesting and challenging work and personal fulfillment. Human interactions also featured prominently, both positively and negatively, as key factors in job satisfaction.
The source of greatest dissatisfaction on the job related to a lack of career advancement potential (i.e., a limited ability to achieve the status and self-actualization levels of the hierarchy of needs). Lack of recognition and lack of job security were the next leading dissatisfactions.
A balanced life
Life is not all about work. Many of us have to balance the needs of career and family, and the conflicts can be severe. A Wall Street Journal article a few years ago described several examples of families dealing with these types of problems (4), concluding that there may be "no right or wrong way to integrate work and family. There are only more or less costly ways in terms of career, relationships or health."
We do well to pay attention to the problems and dangers, and to balance our career development with the other aspects of our lives. Sometimes we also have to make hard choices.
REFERENCE
Literature Cited
1. Maslow, A. H., "Motivation and Personality," 3rd ed., Longman, New York, NY (1987).
2. Goble, F. G., "The Third Force: The Psychology of Abraham Maslow " Grossman Publishers, New York, NY (1970).
3. "Satisfaction Guaranteed," The Chemical Engineer, pp. 22-25 (Nov. 11,1993).
4. Shellenbarger, S., "In Real Life, Hard Choices Upset Any Balancing Act," Wall Street Journal (Apr. 19. 1995).
AUTHOR_AFFILIATION
Alan P. Rossiter, PhD, P.E. (alan@rossiters.org) is president of Rossiter & Associates, a chemical engineering and management consulting company in Bellaire, TX. This article, the first in a series of bimonthly columns, is excerpted from his recently published book, "Professional Excellence: Beyond Technical Competence" (WileyAlChE, 2008), which is based on a CEP article he wrote in 1995.
By Rossiter, Alan P PhD,PE
Publication: Chemical Engineering Progress
Date: Sunday, February 1 2009
Why work? In an economy where layoffs, bankruptcies and foreclosures have become all too common, that seems like a ridiculous question. We need the money, of course! But is it really that simple?
All of us have a wide range of needs. Abraham Maslow, a prominent 20th century psychologist, classified
these needs into five distinct levels (J, 2) (Figure 1), and all of these can be met, at least to some extent, through work.
The foundation of the hierarchy - Level 1 - is our physiological needs. These relate to the physical necessities of life, such as food and water, shelter, and clothing. Level 1 needs are met, primarily, with the money we earn from working.
Level 2 in the hierarchy deals with safety. This goes beyond the absence of physical danger. It includes a more general longing for comfort and security, like an infant resting in her mother's arms - or a worker assured of a weekly paycheck.
At Level 3 we find love and belongingness. This includes the concept of romantic love, but its scope is much broader. It also encompasses our need for affiliation and being accepted. In the context of the workplace, we see this in the camaraderie that develops among coworkers, and the sense of group identity and pride that people often share in business and work endeavors.
Level 4 addresses esteem or status. It is not enough simply to be accepted by our peers, to be "one of the group." People have an innate desire to be considered competent, to be admired, to be respected. Professional accolades, promotions and awards can be a way of meeting this need, as can simple day-to-day recognition by peers, supervisors and subordinates.
Level 5 in the hierarchy is self-actualization - that is, becoming everything that we are capable of becoming. We need more than just the respect of others. We need also to pursue our full potential. In the workplace, professional development is a vehicle that we can use to express our creativity, expand our capabilities, and grow as people.
Job satisfaction
The material fruits of our labors meet our basic survival needs. But beyond this, why do we choose the specific job that we do? The answer, for most of us, can be summarized in one word: satisfaction.
What does satisfaction in the workplace look like? A survey (3) of chemical engineers in Britain and America identified the top seven sources of satisfaction and dissatisfaction. Money is important, of course, and in the survey, salary ranked third among the sources of job satisfaction, behind interesting and challenging work and personal fulfillment. Human interactions also featured prominently, both positively and negatively, as key factors in job satisfaction.
The source of greatest dissatisfaction on the job related to a lack of career advancement potential (i.e., a limited ability to achieve the status and self-actualization levels of the hierarchy of needs). Lack of recognition and lack of job security were the next leading dissatisfactions.
A balanced life
Life is not all about work. Many of us have to balance the needs of career and family, and the conflicts can be severe. A Wall Street Journal article a few years ago described several examples of families dealing with these types of problems (4), concluding that there may be "no right or wrong way to integrate work and family. There are only more or less costly ways in terms of career, relationships or health."
We do well to pay attention to the problems and dangers, and to balance our career development with the other aspects of our lives. Sometimes we also have to make hard choices.
REFERENCE
Literature Cited
1. Maslow, A. H., "Motivation and Personality," 3rd ed., Longman, New York, NY (1987).
2. Goble, F. G., "The Third Force: The Psychology of Abraham Maslow " Grossman Publishers, New York, NY (1970).
3. "Satisfaction Guaranteed," The Chemical Engineer, pp. 22-25 (Nov. 11,1993).
4. Shellenbarger, S., "In Real Life, Hard Choices Upset Any Balancing Act," Wall Street Journal (Apr. 19. 1995).
AUTHOR_AFFILIATION
Alan P. Rossiter, PhD, P.E. (alan@rossiters.org) is president of Rossiter & Associates, a chemical engineering and management consulting company in Bellaire, TX. This article, the first in a series of bimonthly columns, is excerpted from his recently published book, "Professional Excellence: Beyond Technical Competence" (WileyAlChE, 2008), which is based on a CEP article he wrote in 1995.
