Wellbeing at Work: What Organisations Can Learn from Maslow

Introduction to Maslow’s Hierarchy of Needs

Abraham Maslow, a pioneering American psychologist, is best known for shaping humanistic psychology and introducing the influential Hierarchy of Needs in his 1943 paper, "A Theory of Human Motivation." This framework outlines a progression of human needs through human development, starting with basic physiological requirements like food, water, and shelter, followed by safety, social connection, esteem, and culminating in self-actualisation, the drive to realise one's fullest potential.

Often illustrated as a pyramid, Maslow’s model suggests that individuals are motivated to satisfy these needs in a certain order, starting from the base and moving upward. However, it's important to note that this visual representation can be misleading in its rigidity. Maslow himself acknowledged that human motivation is far more dynamic and that needs don’t always emerge in such a rigid sequence.

Critics have argued that the pyramid oversimplifies human behavior, failing to account for cultural, situational, and individual differences. For example, in certain cultures, the need for social belonging may take precedence over individual self-esteem. At Human Brilliance, we take a more holistic and flexible interpretation, proposing that human needs exist in a more overlapping or cyclical pattern rather than a strict linear path. Taking into consideration context, lived experience and personal values.

Applying the model to Organisational Wellbeing

Maslow’s hierarchy of needs is a powerful tool for understanding human development because it goes beyond basic survival to explore what truly drives us to grow and thrive. It highlights how our ‘human’ needs are deeply interconnected, forming the foundation for personal and collective growth. Its versatility makes it relevant across fields like education, healthcare, business and leadership.

The model offers a valuable lens for understanding and improving organisational wellbeing because it reminds us that employees are human first, motivated by more than just paychecks, contracts or productivity targets. By addressing everything from basic needs like safety and job security to higher-level needs such as belonging, recognition, and personal growth, organisations can create environments where people feel supported and inspired.

Maslow defined the Hierarchy of Needs as 'a roadmap for personal growth and development.' In the workplace, this translates to helping employees not just perform, but thrive and be well in the process. From a leadership perspective, it can offer a visual and strategic roadmap for creating a positive workplace culture, with key focus areas to consider.

Organisational Hierarchy of Needs

Physiological Needs: The basics for functioning

In the workplace, these are considered the foundational elements that ensure employees can physically and mentally show up for their work effectively.

• Safe, comfortable, and accessible workspaces, tailored where possible to individual employee needs (e.g. Neurodivergence)
• Reasonable working hours and fair salary
• Flexible working agreements and work-life balance
• Access to clean drinking water, restrooms, and break spaces
• Regular breaks and annual leave entitlement to prevent burnout
• Digital wellbeing basics (functioning IT systems, resources to carry out role)

Safety Needs: Security and Psychological Safety

Employees in a workplace need to feel physically and psychologically safe at work. This not only positively impacts the employees overall wellbeing, but also directly impacts the culture of a business.

• Job security, clear contracts and transparent development opportunities
• Transparent policies and grievance procedures
• Safe physical environment (health & safety compliance)
• Psychological safety; the ability to speak up without fear of ridicule or retaliation. Feeling safe to “get it wrong” and learn from an experience
• Access to healthcare, mental health support, and occupational health services
• Protection from harassment, bullying, and discrimination

Love & Belonging Needs: Connection and inclusion

Humans are social beings and workplaces that cultivate belonging see much higher engagement and retention. We also have a natural need to feel like we are part of something bigger than just ourselves.

• Strong team culture and nurturing relationships
• Inclusive practices that embrace diversity, equal opportunities and fairness
• Mentoring, buddy systems, and social activities that foster trust
• Leaders who demonstrate empathy and care
• Opportunities for collaboration, not just isolated tasks
• Recognition that remote/hybrid teams also need regular social interaction and to connect with other colleagues

Esteem Needs: Recognition and respect

Employees want to feel valued for their contributions and have opportunities to grow in status or influence. We have a natural hunger for recognition, to be seen for who we are and the value we bring, including all our differences and individual strengths.

• Public and private recognition of achievements
• Constructive feedback and motivational coaching opportunities
• Fair and transparent promotion systems
• Opportunities to lead projects or share expertise
• Respect for professional skills and diverse opinions
• Autonomy and trust to deliver work in their own way

Self-Actualisation Needs: Personal growth and purpose

This is where work can become a more meaningful and fulfilling part of life. An organisation that meets self-actualisation needs have more opportunities for sustained growth and attainment of employees.

• Regular opportunities for creativity, innovation and ‘out of the box’ problem-solving
• Alignment between personal values and organisational mission
• Freedom to pursue passion projects or professional interests
• Continuous learning and development
• Acknowledgment of the human behind the worker - outside life plays a part in how we show up at work
• Space to contribute to causes that matter (e.g., sustainability, social impact)

Conclusion

As we have briefly explored, Maslow’s hierarchy offers more than just a theory, it provides a human-centred lens through which organisations can understand what it truly means for people to be brilliant and well at work. The real beauty of the model lies not necessarily in its structure, but in its adaptability. Every organisation is unique, and so are the people within it. One size does not fit all. A marketing team might crave creativity and recognition, while a customer service team may prioritise emotional safety and clear communication. Even your customers or clients can be considered in an adapted hierarchy as their needs influence your people’s performance too.

At Human Brilliance, we work with organisations to translate this psychological insight into practical, personalised strategies for workplace wellbeing. We take a coaching and personal development perspective, blending the science of psychology with grounded, real-world interventions. Whether it’s helping leaders understand how to nurture psychological safety, creating space for individual growth, or building team cultures based on trust and belonging, we tailor our support to meet the needs of your people and your business.