Good morning, everyone. Today we’re going to talk about something that’s at the heart of every workplace — human needs and how they affect motivation. Now, motivation simply means the reason why people do what they do. And in a business, understanding what motivates employees can make a huge difference in how well they perform.
Think about it — if someone feels valued, secure, and recognised at work, they’ll naturally give their best effort. But if their basic needs aren’t being met, they might feel unhappy, bored, or even leave the job. That’s why understanding human needs is such an important part of managing people.
Let’s start with what we mean by human needs. These are the things people require for their physical, emotional, and mental well-being. They influence how we behave and make decisions — even at work. Some people are motivated by money, while others want respect, friendship, or a chance to grow.
One of the most famous ways of understanding human needs is Maslow’s Hierarchy of Needs. Maslow suggested that people’s needs can be arranged in a pyramid with five levels — from the most basic to the most advanced. Let’s go through them one by one in simple terms.
At the bottom, we have physiological needs — things we need to survive, like food, water, and shelter. In the workplace, this might mean earning enough money to pay for your daily expenses.
Next are safety needs — people want to feel safe and secure. At work, that includes having a stable job, fair working conditions, and protection from accidents.
Then come social needs — the need to belong, make friends, and feel part of a team. When employees get along well, help each other, and enjoy being together, these needs are being met.
Above that are esteem needs — this is about being respected, recognised, and feeling important. For example, being praised for good work or promoted to a higher position can make employees feel valued.
And finally, at the top, we have self-actualisation — this is when someone reaches their full potential. It’s about personal growth, creativity, and doing meaningful work. For instance, an employee who is given freedom to create new ideas or lead projects might feel they are truly fulfilling their potential.
So, according to Maslow, people must satisfy the lower levels first before moving on to the higher ones. For example, if someone doesn’t feel safe at work, they won’t focus on creativity or growth yet.
Now, how can managers make sure employees’ needs are met? Well, it depends on understanding what each person values. For some, fair pay and job security might matter most. For others, it could be teamwork, recognition, or the chance to learn new skills.
For instance, a company like Google meets these needs really well. They pay their employees fairly, provide a safe and friendly environment, encourage teamwork, and even let employees work on personal projects. That’s how they keep people motivated and creative.
But what happens if these needs aren’t satisfied? Motivation drops. Employees might lose interest in their work, take more days off, or even leave the company. For example, imagine someone doing the same task every day with no appreciation or opportunity to move up — even if the pay is good, they’ll eventually feel unmotivated and disconnected.
So, to wrap up — motivation and performance at work are deeply connected to human needs. When managers understand and meet these needs, employees feel happier, more engaged, and more productive. But when those needs are ignored, performance falls, and businesses suffer.
By the end of today’s lesson, remember this: people aren’t just motivated by money — they’re motivated by respect, belonging, and the chance to grow. When businesses understand that, they create workplaces where everyone wants to do their best.
