Maslow proposed the following classification. Needs

Topic: Hierarchy of human needs according to A. Maslow

Kadyrova R.K.

Questions:

The concept of needs.

Various theories and classifications of needs.

Hierarchy of needs according to A. Maslow.

Description of basic human needs.

Basic needs for daily human activities.

Conditions and factors influencing the way and efficiency of satisfaction of needs.

Possible reasons for the need for care (illness, injury, age).

The role of the nurse in restoring and maintaining the independence of the patient in meeting his basic needs

The role of the nurse in improving the lifestyle of the patient and his family.

The concept of needs

The normal life of a person, as a social being, representing a holistic, dynamic, self-regulating biological system is provided by a combination of biological, psychosocial and spiritual needs. Satisfaction of these needs determines the growth, development, harmony of man with the environment.

Human life depends on many factors that are ordered in time and space and are supported by the life support systems of the human body in the environment.

Need- this is a conscious psychological or physiological deficiency of something, reflected in the perception of a person, which he experiences in the attraction of his whole life. (MANGO Glossary, edited by G.I. Perfilieva).

Basic theories and classifications of needs

The authors of the need-information theory, which explains the causes and driving forces of human behavior, are Russian scientists Simonov and Ershov. The essence of the theory is that needs are motivated by the conditions of the organism's existence in a constantly changing environment.

The transition of a need into deeds and actions is accompanied by emotions.

Emotions are indicators of needs. They can be positive and negative to the satisfaction of needs. Simonov and Ershov divided all needs into three groups:

Group - vital (The need to live and provide for one's life).

group - social (the need to take a certain place in society)

group - cognitive (the need to know the external and internal world).

The American psychophysiologist A. Maslow, of Russian origin, identified 14 basic human needs in 1943 and arranged them according to five steps (see diagram)

Physiological needs are the lower needs controlled by the organs of the body, such as breathing, food, sexual, the need for self-defense.

Security needs - the desire for material security, health, provision for old age, etc.

Social needs - the satisfaction of this need is biased and difficult to describe. One person is satisfied with very few contacts with other people, in another person this need for communication is expressed very strongly.

The need for respect, awareness of one's own dignity - here we are talking about respect, prestige, social success. It is unlikely that these needs are met by an individual, this requires groups.

V. The need for personal development, for the realization of oneself, self-realization, self-actualization, in understanding one's purpose in the world.

Hierarchy of needs (development stages) according to a. Maslow. Essence of needs theory a. Maslow. Characteristics of basic human needs

Life, health, happiness, of a person depends on the satisfaction of needs for food, air, sleep, etc. These needs are self-satisfied throughout life. They are provided by the function of various organs and systems of the body. A disease that causes a dysfunction of one or another organ, one or another system, interferes with the satisfaction of needs, leads to discomfort.

In 1943, the American psychologist A. Maslow developed one of the theories of the hierarchy of needs that determine human behavior. According to his theory, some human needs are more essential than others. This allowed them to be classified according to a hierarchical system; from physiological to self-expression needs.

Currently, in countries with a high level of socio-economic development, where the priorities in meeting basic needs have changed significantly, it is not so popular. For our conditions today, this theory remains popular.

To live, a person needs to satisfy the physiological needs for air, food, water, sleep, excretion of waste products, the ability to move, communicate, with others, feel touch and satisfy their sexual interests.

Oxygen requirement- normal breathing, one of the basic physiological needs of a person. Breath and life are inseparable concepts.

With a lack of oxygen, breathing becomes frequent and superficial, shortness of breath appears cough. A prolonged decrease in the concentration of oxygen in the tissues leads to cyanosis, the skin and visible mucous membranes become bluish. Maintaining this need should be a priority for the healthcare worker. A person, satisfying this need, maintains the gas composition of the blood necessary for life.

Needin food is also essential for maintaining health and well-being. Rational and adequate nutrition helps eliminate risk factors for many diseases. For example, coronary heart disease is caused by regular consumption of foods rich in saturated animal fats and cholesterol. A diet high in grains and fiber may reduce the risk of colon cancer. The high protein content of food promotes wound healing.

The health worker must educate the patient and give advice on rational and adequate nutrition to meet the person's need for food.

Restrict: the use of egg yolks, sugar, sugary foods, salt, alcoholic beverages.

Food is better to cook, bake, but not fry.

It must be remembered that an unmet need for food leads to a violation of health.

Fluid requirement- this is drinking liquids, 1.5-2 liters daily - water, coffee, tea, milk, soup, fruits, vegetables. This amount makes up for losses in the form of excretions of urine, feces, sweat, fumes during breathing. In order to maintain the water balance, a person must consume more liquid than he excretes, otherwise there are signs of dehydration, but not more than 2 liters, so as not to cause dysfunction of many organs and systems. The patient's ability to avoid many complications depends on the ability of the nurse to anticipate the danger of dehydration or the formation of edema.

The need to excrete waste products. The undigested part of the food is excreted from the body in the form of urine, feces. Selection modes are individual for each person. Satisfaction of other needs may be delayed, but excretion of waste products cannot be delayed for a long time. Many patients find the process of excretion of waste products intimate and prefer not to discuss these issues. When satisfying a violated need, the nurse must provide him with the opportunity for privacy, respect the patient's right to confidentiality,

Need for sleep and rest- with lack of sleep, the level of glucose in the blood decreases, the nutrition of the brain deteriorates and thought processes slow down; attention is scattered, short-term memory worsens. Studies conducted by American experts show that in a person who did not sleep half the night, the number of blood cells responsible for phagocytosis is halved. Sleep is more necessary for a free person, because it helps to improve his well-being. Despite the fact that a person's susceptibility to external stimuli during sleep is reduced, this is a fairly active state. As a result of research, several stages of sleep have been identified.

Stage 1- slow sleep. Light sleep and last only a few minutes. At this stage, there is a decline in the physiological activity of organisms, a gradual decrease in the activity of vital organs, metabolism. A person can be easily awakened, but if the dream is not interrupted, then the second stage occurs after 15 minutes.

Stage 2– slow sleep. Light sleep, lasts 10-20 minutes. Vital functions continue to weaken, complete relaxation sets in. It's hard to wake someone up.

Stage 3– slow sleep. The deepest stage of sleep, lasting 15-30 minutes, is difficult to wake the sleeper. Continued weakening of vital functions,

Stage 4– slow sleep. Deep sleep, lasting 15-30 minutes, is very difficult to wake the sleeper. During this phase, the restoration of physical strength occurs. Vital functions are much less pronounced than during wakefulness. Stage 4 is followed by stages 3 and 2, after which the sleeper enters stage 5 sleep.

Stage 5- fast sleep. Bright, colorful dreams are possible 50-90 minutes after the first stage. There are rapid eye movements, changes in heart rate and breathing, and increases or fluctuations in blood pressure. Decreased skeletal muscle tone. During this phase, the mental functions of a person are restored, it is very difficult to wake the sleeping person. The duration of this stage is about 20 minutes.

After stage 5 sleep for a short time comes 4, 3, 2nd, then again the 3rd, 4th and 5th stages, i.e. the next sleep cycle.

Several factors can influence a person's sleep; physical ailment, drugs and drugs, lifestyle, emotional stress, environment and exercise. Any disease that is accompanied by pain, physical discomfort, anxiety and depression leads to sleep disturbance. The nurse should acquaint the patient with the effect of prescribed drugs and their effect on sleep.

Rest- a state of reduced physical and mental activity. You can relax not only lying on the couch, but also during a long walk, reading books or when performing special relaxing exercises. Loud noises, bright lights, and the presence of other people in a health care facility can make it difficult to relax.

The need for rest and sleep for human life, knowledge of its stages and possible causes that cause a violation of the usual functions of the human body, will enable the nurse to help the patient and satisfy his need for sleep with the means available to her.

Need in movement. Limited mobility or immobility creates many problems for a person. This condition can be long or short, temporary or permanent. It can be caused by trauma followed by splinting, limb traction with the use of special devices. Pain in the presence of chronic diseases, residual effects of cerebrovascular accident.

Immobility is one of the risk factors for the development of bedsores, impaired function of the musculoskeletal system, the functioning of the heart and lungs. With prolonged immobility, there are changes in the digestive system, dyspepsia, flatulence, anorexia, diarrhea or constipation. Intensive straining during the act of defecation, to which the patient must resort, can lead to hemorrhoids, myocardial infarction, cardiac arrest. Immobility, especially when lying down, interferes with urination and can lead to bladder infections, bladder stones, and kidney stones.

And the main problem of the patient is that he cannot communicate with the environment, which has a significant impact on the formation of a person's personality. Depending on the degree and duration of the state of immobility, the patient may develop certain problems in the psychosocial sphere, the ability to learn, motivation, feelings and emotions change.

Nursing care aimed at the maximum possible restoration of mobility, independence when moving using crutches, sticks, prostheses, is of great importance for improving the patient's quality of life.

Sexual need. It does not stop even with illness or old age.

The sexual health of a person can be directly or indirectly affected by his disease, developmental defects. Nevertheless, many people are reluctant to talk about this topic even in the presence of serious sexual problems.

Solving actual or potential sexual problems can help the patient achieve harmony in all aspects of health.

It is necessary when talking with a patient:

develop a solid scientific basis for understanding healthy sexuality and its most common disorders and dysfunctions;

understand how a person's sexual orientation, culture, and religious beliefs affect sexuality;

learn to identify problems that are beyond the competence of nursing, and recommend to the patient the help of an appropriate specialist.

The need for security. For most people, safety means reliability and convenience. Each of us needs shelter, clothing and someone who can help. The patient feels safe if the bed, wheelchair, wheelchair are fixed, the floor covering in the ward and in the corridor is dry and there are no foreign objects on it, the room is sufficiently lit at night; with poor eyesight, there are glasses. The person is dressed according to the weather, and the dwelling is warm enough, and if necessary, assistance will be provided to him. The patient must be sure that he is able not only to ensure his own safety, but also not to harm others. Avoid stressful situations.

Social needs- these are the needs for family, friends, their communication, approval, affection, love, etc.

People want to be loved and understood. Nobody wants to be abandoned, unloved and alone. If this happened, it means that the social needs of a person are not satisfied.

With severe illness, incapacity for work or in old age often arises vacuum, social contacts are broken. Unfortunately, in such cases, the need for communication is not satisfied, especially in the elderly, and lonely people. One should always keep in mind the social needs of a person, even in cases where he prefers not to talk about it.

Helping a patient to solve a social problem can significantly improve his quality of life.

The need for self-respect and respect. Communicating with people, we cannot be indifferent to the assessment of our success by others.

A person has a need for respect and self-respect. But for this it is necessary that work bring satisfaction to him, and rest be rich and interesting, the higher the level of socio-economic development of society, the more fully the needs for self-esteem are satisfied. Disabled and elderly patients lose this feeling, since they are no longer of interest to anyone, there is no one to rejoice in their success, and therefore they have no opportunity to satisfy their need for respect.

The need for self-expression is the highest level of human need. Satisfying their need for self-expression, each believes that he is doing better than others. For one, self-expression is writing a book, for another it is growing a garden, for a third it is raising children, and so on.

So, at each level of the hierarchy, the patient may have one or more unmet needs, the nurse, when drawing up a plan for caring for the patient, must help him realize at least some of them.

Hello, friends. Today we will talk about human needs. Oh, how much we want at once! Moreover, sometimes desires change literally at the speed of light (this is especially true for the beautiful half of humanity).

But there are a few basic needs that almost every person strives to satisfy throughout life. Let's consider them in more detail.

Need for survival. The survival instinct is the most powerful instinct of a human being. Every person wants to save his life, to protect his family, friends, compatriots from danger. Only having received a guarantee of survival, a person begins to think about meeting other needs.

The need for security. As soon as a person receives guarantees of survival, he begins to think about the safety of every aspect of his life:

financial security- every person is afraid of poverty and material losses and strives to overcome them. It is expressed in the desire to save and increase wealth.
Emotional Security needed to make a person feel comfortable.
Physical Security- each person needs food, warmth, shelter and clothing to a certain level.

The need for security does not mean that a person needs an armored door. He may well want to purchase high-quality wallpapers that will serve him for a long time.

The need for comfort. As soon as a person reaches the minimum level of security and safety, he begins to strive for comfort. He invests a huge amount of time and money to create a cozy home environment, strives to create comfortable conditions at work. To do this, he chooses products that are convenient and easy to use.

Need for free time. People want to rest as much as possible and look for every opportunity to stop work and take a break. The focus of the bulk of the people are evenings, weekends and holidays. Leisure time activities play a central role in human behavior and decision making.

The need for love. People have an urgent need to build and maintain loving relationships. Everything that a person does is aimed either at achieving love, or at compensating for the lack of love. An adult personality is formed in conditions of love received or not received in childhood. The desire to create secure conditions for love is the main cause of human behavior.

The need for respect. A person strives to earn the respect of other people. This is the main part of human activity. Loss of respect can be a significant cause of dissatisfaction, and gaining a high-ranking position can be more of an incentive than a high salary.

The need for self-realization. The highest desire of a person throughout life is the realization of the creative potential of the individual, his talents and abilities. Human motivation is directed towards achieving everything they are capable of achieving. The need for self-realization may be stronger than all other motivations.

Despite the fact that people have a lot of needs and desires, they can be divided into certain groups. The American psychologist Abraham Harold Maslow arranged all human needs into a structure, or pyramid of needs, which is a simplified summary of his ideas.

Maslow's classification of needs reflects one of the most famous theories of motivation today - the theory of the hierarchy of needs. Maslow analyzed all human needs and arranged them in the form of a pyramid.

Maslow believed that a person cannot experience higher level needs if he lacks simpler things. For example, a person who has nothing to eat does not need recognition and approval. But when hunger is satisfied, needs of a higher order appear.

Extended Maslow pyramid (7 steps)

The same needs in different people manifest themselves in different ways, since everyone has their own motives, abilities, life experience, goals. For example, the need for respect and recognition in one person may be expressed in the desire to become a great scientist, in another it is enough to be respected by friends and parents. The same can be said about any needs, even about food - one person is happy if he has bread, another needs delicacies to be completely happy.

Maslow took as the basis of his classification of needs the thesis that human behavior is determined by basic needs that can be built in the form of steps, depending on the significance and necessity of their satisfaction for a person. Let's look at them starting with the first.

Primary (innate) human needs

The first level is physiological needs.(thirst, hunger, rest, physical activity, reproduction of the family, breathing, clothing, housing). This is the most pronounced group of human needs. A poor person, according to Maslow, experiences, first of all, physiological needs. When faced with a choice between satisfying hunger and being approved by society, most people will choose food.

The second level is the need for security.(existence security, comfort, job security, accident insurance, confidence in the future). A healthy, well-fed person feels the need for security, wants to ensure a reasonable order, structure and predictability of his environment. For example, he wants to receive certain social guarantees for employment.

Secondary (acquired) human needs

The third level - social needs(social ties, communication, affection, caring for another person, attention to oneself, participation in joint activities). After satisfying physiological needs and ensuring security, a person wants to receive the warmth of friendship, family or love relationships. He is looking for a social group that will satisfy these needs and relieve the feeling of loneliness. In particular, various organizations, groups, circles, interest clubs play such a role.

Fourth level - prestige needs(self-respect, respect from others, recognition of society, achievement of success and appreciation, career growth). Each person needs to be assessed by society for their merits and achievements. But he begins to believe in himself and his strength, only having achieved something in life and earned himself recognition and reputation.

Fifth level - spiritual needs(self-realization, self-affirmation, self-expression, self-development through creativity). According to Maslow's theory, a person feels the need for self-expression only after satisfaction of all lower needs.

Maslow's hierarchy of needs theory suggests that a person must first satisfy the needs located at the bottom of the pyramid, and only then understand that he wants to satisfy the need located at the next step. That is, this sequential arrangement of basic needs in a hierarchy is fundamental in the organization of human motivation.

Most people do this, but there are exceptions to this theory. For example, people of science and art can develop and fulfill themselves despite hunger, illness and social problems. For some people, their values and ideals are so important that they would rather endure any hardship than give it up.

Also, people can sometimes create their own hierarchy of needs and prioritize other values, such as respect and career advancement, rather than family and children.

The needs of a person depend on age. For example, the satisfaction of physiological needs and the need for security is more typical for children, the need for belonging and love - for adolescents, the need for self-expression - for people over 40 years old.

Maslow suggested that the average person satisfies their needs to the following degree:

85% physiological
70% safety and protection
50% love and belonging
40% self respect
10% self-realization

Moreover, it does not matter at what stage of the pyramid of needs a person is at the moment. If there are difficulties in satisfying the needs of a lower level, the person will return there and stay until these needs are sufficiently satisfied.

But this is all theory. Let's get some practice. Do you know your needs? Have you classified your needs? If not, let's do it right now.

Think about what is more important for you - buying sweets or toys for a child, the approval of a spouse or a bonus? Whatever you choose, it is important to know your purpose in life and, without deviating from it, move forward.

I wish you, dear readers, to achieve the satisfaction of all your needs.

The question of motivation is perhaps the most important in all of personology. Maslow (Maslow, 1968, 1987) believed that people are motivated to seek personal goals, and this makes their life significant and meaningful. Really, motivational processes are the core of the humanistic theory of personality. Maslow described man as a "desiring being" who rarely achieves a state of complete, complete satisfaction. The complete absence of desires and needs, when (and if) it exists, is short-lived at best. If one need is satisfied, another one rises to the surface and directs the person's attention and effort. When a person satisfies her, another noisily demands satisfaction. Human life is characterized by the fact that people almost always want something.

Maslow suggested that all human needs congenital, or instinctoid, and that they are organized in a hierarchical system of priority or dominance. On fig. Figure 10-1 is a schematic representation of this concept of a hierarchy of human motivational needs. Needs in order of priority:

Physiological needs;

Security and protection needs;

Needs of belonging and love;

self-esteem needs;

Needs of self-actualization, or needs of personal improvement.

Rice. 10-1. Schematic representation of Maslow's hierarchy of needs.

This scheme is based on the assumption that the dominant lower needs must be more or less satisfied before a person can become aware of and be motivated by the higher needs. Therefore, the needs of one type must be fully satisfied before another, located above, the need manifests itself and becomes active. Satisfying the needs located at the bottom of the hierarchy makes it possible to recognize the needs located higher in the hierarchy and their participation in motivation. Thus, physiological needs must be sufficiently satisfied before safety needs arise; physiological needs and the needs for security and protection must be satisfied to some extent before the needs of belonging and love can arise and require satisfaction. According to Maslow, this sequential arrangement of basic needs in a hierarchy is the main principle underlying the organization of human motivation. He proceeded from the fact that the hierarchy of needs applies to all people and that the higher a person can rise in this hierarchy, the more individuality, human qualities and mental health he will demonstrate.

Maslow allowed that there might be exceptions to this hierarchical arrangement of motives. He recognized that some creative people can develop and express their talent, despite serious difficulties and social problems. There are also people whose values and ideals are so strong that they would rather endure hunger and thirst or even die than give them up. For example, social and political activists in South Africa, the Baltic States and Eastern European countries continue their struggle despite fatigue, imprisonment, physical deprivation and the threat of death. The hunger strike organized by hundreds of Chinese students in Tiananmen Square is another example. Finally, Maslow suggested that some people can create their own hierarchy of needs due to the characteristics of their biography. For example, people may prioritize the needs of respect over the needs of love and belonging. Such people are more interested in prestige and promotion than in intimate relationships or family. In general, however, the lower the need for hierarchy is, the stronger and more prioritized it is.

The key point in Maslow's hierarchy of needs concept is that needs are never met on an all-or-nothing basis. Needs partially coincide, and a person can be motivated at two or more levels of needs at the same time. Maslow suggested that the average person satisfies his needs approximately as follows: 85% physiological, 70% security and protection, 50% love and belonging, 40% self-respect, and 10% self-actualization (Maslow, 1970). In addition, the needs that appear in the hierarchy arise gradually. People do not just satisfy one need after another, but at the same time partially satisfy and partially dissatisfied. It should also be noted that no matter how far a person has advanced in the hierarchy of needs: if the needs of a lower level are no longer satisfied, the person will return to this level and remain there until these needs are sufficiently satisfied.

Now let's look at Maslow's categories of needs and find out what each of them includes.

Model of the modern system of material motivation

The problem of labor motivation is one of the most acute problems facing the modern Russian enterprise. As a rule, domestic managers consider the motivation system as a tool based on personal payments to the employee. At the vast majority of Russian enterprises, the motivation system is inseparable from the payroll system, one of the best options of which can be graphically reflected as (Fig. 1):

Figure 1 Scheme for accrual of payroll (financial incentives).

According to the accepted systems of motivation at domestic enterprises, the employee receives:

Base salary depending on the hierarchical level of management;
Bonuses and bonuses based on the performance of the unit for the reporting period;
Bonuses and bonuses based on the results of the employee's personal activities (personal bonuses and additional payments for the implementation of projects, commissions, student support, etc.);
Bonuses and bonuses based on the performance of the organization as a whole (annual bonuses);

Options that are relevant mainly for Western countries are not considered in this model, although they carry both material and moral incentives. Russia, unfortunately, is not yet ready for an adequate perception of the concept of "people's enterprise", the risks and profits of entrepreneurial and managerial activity are still too authorized in the minds.

In addition, the diagram in Fig. 1 does not reflect the components of the “compensation package” that came to us with Western companies. In general, the “compensation package” is a system of financial incentives Fig.1 plus additional benefits (organizational measures) Fig.2 and additional incentives for employees Fig.3.

Figure 2 Composition of benefits applied by Russian companies (in %%).

Figure 3 Additional incentives applied by Russian companies (%%)

In fairness, it should be noted that %% of Russian companies in Fig. 2 and Fig. 3 that use certain benefits and incentives for employees were determined in the course of a survey of companies that announced the use of a “compensation package”. The sample can hardly be considered representative, its nature is rather qualitative. The majority of Russian enterprises use a motivation system similar to that shown in Fig.1. Such a scheme (Fig. 1) of motivation is quite effective due to the low standard of living, and, for most enterprises, remains relevant. Nevertheless, for example, in the Moscow market, despite the external logic and balance of the scheme in Fig. 1, it is gradually losing its effectiveness.

This is due to the following factors: Firstly, with the regular payment of bonuses, commissions and bonuses, the value and motivating effect are sharply reduced - the employee gets used to them, regards them as a form of wages, and any reduction in such, in fact, additional, payments is perceived as humiliation from the employer.

Secondly, the initial motivating effect of the variable part of the remuneration, as a rule, motivates the employee's creativity. But, in practice, active creativity by the employer is almost never required. Creativity is perceived as an unfortunate misunderstanding that interferes with the current regular work. Creativity, from the point of view of a modern Russian owner-manager, can be shown either by the owner himself or by the top leader, because they and only they “know better and bear responsibility”. A conflict arises on the basis of mutual misunderstanding, the motivating effect is compensated by a negative attitude towards creative impulses.

The decrease in the effectiveness of motivational schemes according to Fig. 1 forces the employer to look for new methods of motivating staff. At the same time, as a rule, moral “motivators” are not taken into account, since it is not entirely clear why they should be used. The only moral method of motivation traditionally used in Russia is the method of personal communication. The “moral rewards” indicated in Fig. 3 in 85% of cases come down to personal praise and in 10% of cases - to praise (letter, gratitude, etc.) in front of colleagues. Again, percentages are based on a sample that cannot be considered representative. Thus, the main moral factor is personal communication. There are several motivating factors in this case (the list can be continued):

The factor of attention and protection from the top leader - there is someone to talk to, there is someone to test their ideas on, there is someone to “cry in the vest” and ask for protection;
The “my boyfriend” factor - you want to work with such a leader, you want to support him and indecently deceive him;
Participation factor - proximity to the decision-making center, advanced information and possession of confidential information significantly raise the status of the employee;
Influence factor - close contacts with the decision-making center provoke the "adviser's syndrome", in which the employee seeks to exert an emotional or intellectual influence on the decisions made. If this succeeds, the employee begins to influence the manager in order to strengthen his status, giving himself weight as the leader of an informal group, perhaps not even formed yet.

In general, Russian traditions of moral stimulation are aptly reflected in the term “access to the body”. As shown above, such methods of motivation pose a serious threat to business, since the influence of employees on the manager is not related to the efficiency of the business system as a whole, but only reflects the desire of certain specialists to strengthen their status in the enterprise.

Praise in the face of colleagues - in other words, a call for public recognition of the merits of an employee, is beginning to enjoy increasing popularity among domestic managers. This is due to the fact that this type of incentive carries several factors that can be used in management:

Status factor - if an employee was publicly praised, it means that this employee, as it were, becomes closer to the leader, receives a moral right to a certain leading position;
Team factor - the one who was encouraged publicly begins to feel like a member of the “team”, he has a sense of responsibility for the overall result;
Selection factor - by praising someone, the leader destroys the informal connections of such an employee, especially if the employee was singled out against the background of a negative attitude towards the rest of the group members;
The goal-setting factor - public praise, in fact, is a reflection of the goals of the leader, shows the employees "the line of the party and government."

This list can also be continued, which is not difficult for an experienced manager.

The rest of the methods of moral motivation and stimulation of labor, by the way, which proved themselves well in the Soviet era, unfortunately, are not considered by domestic entrepreneurs and managers due to a lack of understanding of their applicability and uncertainty about their effectiveness. Further sections are devoted to consideration of the role and place, but not the practice of application, of non-material methods of personnel motivation.

A. Maslow's hierarchy of needs theory

Abraham Maslow's hierarchy of needs theory, sometimes referred to as Maslow's "pyramid" or "ladder", is a fundamental theory recognized by management professionals around the world. In his theory, Maslow divided human needs into five main levels according to a hierarchical principle, which means that a person, when satisfying his needs, moves like a ladder, moving from a lower level to a higher one (Fig. 4).

Figure 4 Hierarchy of needs (Maslow's pyramid).

Despite the obvious beauty and logic of the hierarchy of needs theory, A. Maslow himself in his letters noted that the theory that made him famous is applicable to understanding the needs of humanity as a whole, as a philosophical generalization, but in no way can be used in relation to a specific individual.

Nevertheless, despite the author's confidence in the inapplicability of his theory to real people, Maslow's theory of the hierarchy of needs has already experienced thousands (maybe tens of thousands) of attempts to apply it to real life as the basis for building a system of motivation and stimulation of labor. None of these attempts have been successful due to the individual and unique value system of each person. Indeed, a hungry artist experiencing hunger, i.e. “physiological need of the lowest level”, will not stop painting his pictures, i.e. meet a higher level need. Thus, a higher level need is not always a logical (hierarchical) continuation of lower level needs.

To solve the “problem of the hungry artist”, many researchers used different allocation of needs (motivating factors) into separate groups. Known basic theories include:

Alderfer's "SVR Theory" divided needs into existence needs "C", relationship needs "B" and growth needs "P". Movement between needs can occur both "up" and "down". In this way, a “hungry artist” can be described, but in order to build a unified system applicable to a real group of people, it is necessary to describe the values of each of them, which is very laborious. In addition, a person's value system changes throughout life, and such descriptions should be repeated;
McKelland's "Theory of Acquired Needs", which identified three groups of needs acquired by a person with experience - the need for belonging, the need for success and the need for power. These are higher-level needs that exist in parallel and independently of each other. Due to their parallelism and independence, “detuning” from the hierarchy is achieved, i.e. consistency, but the disadvantage of this theory is its applicability only to the top management of the organization;
“Motivational-hygienic theory” of Herzberg, who singled out two groups of factors – “hygienic” and “motivating”, which practically repeats the hierarchy of needs. In addition, the results of exposure to hygiene and motivating factors are different for different individuals, the boundaries between them are blurred. Despite a significant contribution to the understanding of motivation, the “hygienic theory” has remained a purely theoretical contribution to the understanding of the foundations of management by specialists. In fairness, it should be noted that Herzberg's theory became the basis for a large number of other motivational theories, which can be summarized by the term "hygienic".

The list of theories can be continued, but, one way or another, the vast majority of authors (Adams, Porter, Lawrence, Vroom, Locke, Griffin, Hackman, Oldham, etc.) come to the conclusion that motivating factors, needs and expectations exist in parallel, not contradicting each other, but being a mutual complement, and for each individual the combination of motivation factors and needs is unique. Researchers interested in a more thorough study of these theories should first of all pay attention to the school of L.S. Vygotsky, the undeservedly forgotten major Russian psychologist of the beginning of the century (which is why he was forgotten - after the revolution of 1917, other theories of motivation were considered), who for the first time put forward the assumption of the parallelism and independence of motivating factors. The Vygotsky school is continued by his modern followers in Russia, which gives hope for the development of national theories of motivation that reflect the mentality of the domestic worker.

A feature of all the above, unspecified and new approaches to modeling the system of motivation and stimulation of labor is an attempt to link motivating factors that can be initiated by both moral and material incentives.

It should be noted that this problem can be solved using the Maslow model.

Maslow's Pyramid Transformation

In order to harmonize the ideas that developed and supplemented the hierarchical theory of needs, including Vygotsky's theory of the parallelism and independence of motivating factors, and simultaneously consider the impact of moral and material incentive systems, it is proposed to consider the typical state of motivation systems at enterprises.

The abundance of theories and approaches that have a certain commonality can be integrated into a single conceptual system only by modeling the existing state of some real objects, which will make it possible to identify the essence common to all theories and approaches, “filtering out” disagreements and discrepancies. To do this, it is convenient to use Maslow's pyramid, as the most complete in terms of a conceptual or generalized description of needs.

For the purpose of such modeling, which allows to determine the place and role of moral and material stimulants, it is convenient to use Maslow's pyramid, rotated by 90° (Fig. 5).

With such a transformation of the Maslow pyramid, we will get a diagram of the quantity (volume) of needs satisfied by an organization with a typical (Fig. 1) wage system. The justification for the correctness of this approach is that any organization is a reflection of a society for which Maslow's pyramid is valid, an imperative.

Figure 5 Transformation of Maslow's Pyramid

Figure 5 gives us a fundamentally different understanding of the tasks of the organization's personnel motivation systems. The validity and consistency of the theories of Vygotsky, Vroom, Porter, Herzberg, Adams and others tells us that an organization should provide for parallel motivation across the entire spectrum of motivating factors - from the highest to the lowest (according to Maslow).

Application of Maslow's Pyramid

Parallel motivation provides for giving the management system such characteristics that would allow any employee to receive satisfaction in all categories of needs indicated in Maslow's theory. Thus, the contradictions between hierarchical theories and theories of parallel needs are removed.

Undoubtedly, each employee has his own value system, which determines a unique set and ratio of motivating factors. Therefore, the motivation system in the organization should provide employees with the widest and most flexible choice of motivating means, within which each employee chooses for himself what has the highest value for him.

Such an approach usually encounters bewilderment of managers - "what, to invest money and resources in the transformation of the organization into a social security, or a circle of skillful hands?". Far from it. The goals of the incentive system should be consistent with the goals of the enterprise, firstly (and, if the enterprise needs it, a cutting and sewing circle should be created), and secondly, it should provide for the provision of the functions, processes and procedures of the enterprise with the necessary and sufficient competencies. And as part of attracting and retaining competencies, it is necessary to provide for the most comfortable working conditions for the employee - both in terms of meeting the needs of “physiological” and across the entire spectrum of Maslow's pyramid.

Thus, the main task of the motivation system should be the transformation of the “triangle” of the inverted Maslow pyramid into a rectangle, i.e. giving equal incentive weights to all factors influencing the motivation of a person in an organization (Fig. 4).

Figure 6 Graphical display of the tasks of the motivation system

When considering the resulting model (Fig. 5 and Fig. 6), the tasks of various activities that make up the object of management of the system of motivation and stimulation of labor are clearly manifested. Moreover, the place and role of organizational, moral and material factors of labor stimulation can be reflected graphically (Fig. 7).

Figure 7 Place and role of labor incentive factors.

Some needs can and should be satisfied only financially, something only morally, but the vast majority of needs can only be satisfied by a combination of moral (including organizational, i.e., obviously embedded in the management system) and material factors. At the same time, it is important that different categories of workers should be motivated differently. The ratio of moral and material incentives for the accounting department and the sales department should be fundamentally different. The definition of this ratio lies in the careful formulation of the goals of a particular unit or employee in the context of the overall goals of the company. Since there are many employees, and goal setting for each of them should be in line with the overall goals of the organization, it is logical to assume the existence of a certain general system of motivation applicable to each employee. Factors of stimulation and motivation of work can be classified according to the wording of needs in Maslow's hierarchy:

The need for self-expression. One of the most critical needs. It is known that creativity is a “metamotivator” along with the “search for truth”, “service to others” and “guardianship”. Such “metamotivators” must be kept under control, and even better, managed. To solve this problem, you should use:
- Organizational levers (line 1), such as making top managers and creative specialists responsible for work (participation) in commissions, boards, committees or working groups, conducting project work;
- Non-material (line 2) methods of stimulating staff in terms of the formation of clubs, circles, teams, amateur theaters, etc. Unfortunately, many managers do not see this as an effective investment. Nevertheless, the formation of common goals (sports, competitive, constructive, creative, etc.) significantly affects the overall team spirit of the team, unites and motivates it.
- Material methods (line 3) - stimulation of rationalization and invention (of blessed memory BREEZE), quality circles, support at significant events in the life of an employee, gifts, etc. With a fair assessment of the creative contribution of an employee, his loyalty and desire to work for the company increases significantly.
The need for respect and recognition. Basically, such a need exists for the management of the company, for which status is the driving force. It is characteristic that the main motivating (or demotivating) effect is exerted mainly by comparison with the employees of a neighboring enterprise. As part of managing this need, the following should be applied:
- Organizational levers (line 1), showing the manager the possibility of professional growth and achieving a higher social position (status), which is the main thing when stimulating managers;
- Non-material levers (line 2), such as the title of the position (status), honorary membership in various associations, publication of articles, use at exhibitions as a representative of the company, the title of the best in the profession, diplomas and gratitude, vouchers, social services, etc.;
- Material methods (line 3) - stimulating the activity of the employee, a competitive level of remuneration, support for significant events in the life of the employee, gifts, etc.
- Image levers (PR, line 4) - the general image of the company, bureaucratic accessories with the name or sign of the company, the status of an employee of a successful modern enterprise, prestige.
The need for belonging to a particular social group, involvement, support. This factor is important for all employees of the organization, while in the minds of different employees there may be different target social groups to which they would like to belong. As part of the management of this factor, the following apply:
- Non-material levers (line 2), such as participation in management (even if only visible), a feedback system with managers, meetings with management, participation in amateur or social movements, creative or interest groups, honorary membership in various associations, publication of articles , use at exhibitions as a representative of the company, the title of the best in the profession, diplomas and gratitude, vouchers, social services, etc.;
- Material methods (line 3) - stimulating the activity of the employee, a competitive level of remuneration, support for significant events in the life of the employee, gifts, material assistance at critical moments in life, insurance for significant amounts, payment for medicines, etc.
- Image levers (PR, line 4) - the general image of the company, the status of an employee of a successful modern enterprise, the prestige of work, corporate events and holidays.
- Organizational levers (line 5) - informing the public about the long-term prospects for the company's activities, staff training, giving stability to jobs and prospects for professional growth.
The need for security and protection. An important factor that significantly affects the employee's loyalty, his commitment to the organization and resilience in critical periods. To manage this need, you need to apply:
- Material methods (line 3) - a competitive level of remuneration that allows you to make insurance material savings, “white” salary (allowing you to attract long-term loans - but this is a separate topic), support for significant events in the life of an employee, gifts, material assistance at critical moments in life , insurance for substantial amounts, payment for medicines, etc.
- Image leverage (PR, line 4) is a general image of a strong and dynamic company recognizable by the public, lifetime honorary social status of an employee of a successful modern enterprise and its support, corporate events and holidays.
- Organizational levers (line 5) - informing the public and the team about the long-term prospects for the company's activities, staff training, giving stability to jobs and prospects for professional growth.
physiological needs. Basis for concluding labor agreements. At the same time, it is necessary to understand that the term “physiological needs” should be understood as something more than the conditions of a concentration camp or ITU. Civilization has significantly increased those needs that Maslow called "physiological". Moreover, there is a division of such needs by countries and regions. For a modern definition of such needs, the concept of the “social status” of an employee of a certain qualification should be used, taking into account historical conditions in a particular labor market. But this is another story, not included in the scope of the issues under consideration. To manage this need:
- To form material incentives (line 3) in such a way that the average material assessment of the worker's work is not lower than the one existing on the market for a specialist of his qualification. There is another approach related to the market definition of the material component of motivation. If we take the amount of work required by the company as 100%, then the execution of 75% should be paid within the average market value of a specialist. In other words, the average performance (in terms of volume and quality) of work should correspond to the average salary level of such a specialist. The reserve for the amount of work, and, accordingly, wages will allow creating healthy competition and attracting those who are ready to perform 100% or more, earning, at the same time, more than a similar specialist in another company.

Undoubtedly, the above roles and tasks of moral and material factors of stimulation and motivation of labor are only a hypothesis based on the study of the successful application of various motivational schemes. Obviously, within the framework of the motivation system, organizational, “image” moral and material levers intersect, which makes it difficult to single them out “purely”. However, their designation is of fundamental importance for designing a combination of moral and material incentive methods.

The disadvantage of the proposed approach is that it does not take into account such an important factor of employee behavior as freedom of choice. However, it is obvious that a worker in a free employment market is more likely to choose an enterprise that uses both material and moral methods of motivating and stimulating labor than an enterprise that provides vague and vague information about the motivation system used. But this is also a topic for separate consideration.

One of the first behaviorists (from the English behavior - behavior - one of the directions in American psychology that arose at the beginning of the 20th century, which, unlike other theories, considers behavior, and not consciousness or thinking, to be the subject of psychology. (Prim teach ed.)), from whose writings leaders learned about the complexity of human needs and their impact on motivation, was Abraham Maslow. Creating his theory of motivation in the 40s, Maslow recognized that people have many different needs, but also believed that these needs can be divided into five main categories. This idea was elaborated in detail by his contemporary Harvard psychologist Murray.

1. Physiological Needs are essential for survival. These include the needs for food, water, shelter, rest, and sexual needs.

2. Needs for security and confidence in the future include the need for protection from physical and psychological dangers from the outside world and the confidence that physiological needs will be met in the future. A manifestation of the need for confidence in the future is the purchase of an insurance policy or the search for a secure job with good retirement prospects.

3. Social needs, sometimes called belonging needs, is a concept that includes a sense of belonging to something or someone, a feeling of being accepted by others, feelings of social interaction, affection and support.

4. Esteem Needs include needs for self-esteem, personal achievement, competence, respect from others, recognition.

5. Needs of self-expression - the need to realize their potential and grow as a person.

MOTIVATION AND HIERARCHY OF NEEDS. According to Maslow's theory, all these needs can be arranged in the form strict hierarchical structure shown in fig. 13.2. By this, he wanted to show that the needs of the lower levels require satisfaction and, therefore, affect human behavior before the needs of higher levels begin to affect motivation. At each particular moment in time, a person will strive to satisfy the need that is more important or strong for him. Before the next level need becomes the most powerful determinant of human behavior, the lower level need must be satisfied. Here is what psychologists Calvin Hall and Gardner Lindsay say in their interpretation of Maslow's theory:

Rice. 13.2 . Maslow's hierarchy of needs.

“When the most powerful and priority needs are satisfied, the needs that follow them in the hierarchy arise and require satisfaction. When these needs are satisfied, there is a transition to the next step of the ladder of factors that determine human behavior.

Since with the development of a person as a person his potentialities expand, the need for self-expression can never be fully satisfied. Therefore, the process of motivating behavior through needs is endless.

A person who is hungry will first try to find food and only after eating will he try to build a shelter. Living in comfort and security, a person will first be motivated to activity by the need for social contacts, and then will begin to actively seek respect from others. Only after a person feels inner satisfaction and respect from others, his most important needs will begin to grow in accordance with his potential. But if the situation changes radically, then the most important needs can change dramatically. How quickly and strongly the higher needs can go down the hierarchical ladder and how strong the needs of the lowest levels can be - shows the behavior of the people who survived the Andean plane crash in 1975 - in order to survive, these quite normal people were forced to eat their dead comrades.

In order for the next, higher level of the hierarchy of needs to begin to influence human behavior, it is not necessary to satisfy the need of a lower level completely. Thus, hierarchical levels are not discrete steps. For example, people usually start looking for their place in some community long before their security needs are provided or their physiological needs are completely satisfied. This thesis may well be illustrated by the great importance which rituals and social intercourse have for the primitive cultures of the Amazonian jungle and parts of Africa, though hunger and danger are always present there.

In other words, although at the moment one of the needs may dominate, the activity of a person is stimulated not only by it. Moreover, Maslow notes:

“Until now, we have said that the hierarchical levels of needs have a fixed order, but in fact this hierarchy is far from being as “rigid” as we thought. It is true that for most of the people we have worked with, their basic needs are roughly in the order we have indicated. However, there were a number of exceptions. There are people for whom, for example, self-respect is more important than love.”

USING THE THEORY OF MASLOW IN MANAGEMENT. Maslow's theory has made an extremely important contribution to understanding what underlies people's desire to work. Managers of various ranks began to understand that the motivation of people is determined by a wide range of their needs. In order to motivate a particular person, the leader must enable him to satisfy his most important needs through a course of action that contributes to the achievement of the goals of the entire organization. Not so long ago, managers could motivate subordinates almost exclusively with economic incentives, since people's behavior was determined mainly by their needs at lower levels. Today the situation has changed. Thanks to the higher wages and social benefits won through union struggles and government regulations (such as the Employee Health and Safety Act of 1970), even those at the bottom of the organization's hierarchy are at relatively high levels. Maslow's hierarchy. As Terence Mitchell notes:

“In our society, physiological needs and the need for safety play a relatively minor role for most people. Only the really disenfranchised and the poorest sections of the population are guided by these needs of the lower levels. This implies an obvious conclusion for theorists of control systems that the needs of higher levels can serve as better motivating factors than the needs of lower levels. This fact is confirmed by researchers who conducted surveys of employees about the motives of their activities.

As a result, we can conclude that if you are a leader, then you need to carefully observe your subordinates in order to decide what active needs drive them. Since these needs change over time, it is impossible to expect that the motivation that worked once will work effectively all the time. In table. 13.1. lists in summary form some of the ways in which managers can meet the needs of higher levels in their subordinates during the labor process.

HIERARCHY OF NEEDS WHEN WORKING IN A MULTINATIONAL EXTERNAL ENVIRONMENT. Managers operating in the international arena, as well as their counterparts operating within any country, must provide opportunities to meet the needs of employees. Since the relative importance of needs is defined differently in different countries, the leaders of organizations operating at the international level must be aware of these differences and take them into account.

One fairly comprehensive study, based on Maslow's hierarchy of needs, compared five different groups of leaders. These groups were formed on a geographical basis: 1) heads of British and American firms; 2) Japanese leaders; 3) heads of companies from northern and central European countries (Germany, Denmark, Sweden and Norway); 4) heads of firms from southern and western European countries (Spain, France, Belgium, Italy); 5) heads of firms in developing countries (Argentina, Chile, India). One of the results of this study was that leaders from developing countries placed more importance on all the needs of Maslow's hierarchy and the degree to which they were met than did leaders from any other countries. Leaders from developing and southwestern European countries are most eager to meet social needs. This indicates the importance of using rewards such as status enhancement, social respect, and recognition of merit when working with them. A more recent study on the same subject, based on survey results and focusing on identifying the needs of people in more than 40 countries, concludes that the theories of motivation developed by American scientists are based on the implicit assumption that the American system of cultural values and ideals also exists abroad. However, this is not true.

Table 13.1. Methods for meeting the needs of higher levels