Abraham Maslow was an American psychologist best known for creating Maslow’s Hierarchy of Needs, a theory about human motivation.
He believed that people are driven to meet basic needs first (like food and safety) before moving on to higher needs such as belonging, esteem, and personal growth.
Maslow’s hierarchy of needs is a powerful lens for understanding workplace wellbeing because it helps explain why certain initiatives succeed or fail depending on whether they meet people’s most pressing needs. Applied to the workplace, it can guide leaders to design wellbeing strategies that build from foundations of safety and security through to opportunities for growth and meaning.
Here’s how the five levels translate:
1. Physiological Needs (basic survival)
In the workplace, this is about ensuring employees have the basics to perform their roles:
- Fair and timely pay
- Reasonable working hours (not excessive or unsafe)
- Access to breaks, water, food, and comfortable workstations
- Tools, technology, and resources that enable them to work effectively
📌 Wellbeing implication: Without these fundamentals, wellbeing programs like yoga sessions or resilience training won’t land—they’re seen as superficial if basic needs aren’t met.
2. Safety Needs (security and predictability)
This is both physical and psychological safety:
- Safe working conditions, compliance with WHS laws, and psychosocial hazard management
- Clear policies to prevent bullying, harassment, and discrimination
- Job security and transparent communication about change
- Predictable systems and fair processes
📌 Wellbeing implication: Employees can’t thrive if they’re constantly worried about job loss, unsafe practices, or workplace conflict.
3. Belongingness and Connection (relationships and community)
Humans need to feel part of a team:
- Positive workplace culture with inclusion and respect
- Opportunities for collaboration and team building
- Leaders who show care and check in on wellbeing
- Supportive peer networks and mentoring
📌 Wellbeing implication: Connection is a buffer against stress. Organisations that foster belonging reduce turnover and disengagement.
4. Esteem Needs (recognition and achievement)
At this level, confidence and value matter:
- Recognition and reward systems (beyond pay)
- Opportunities to contribute ideas and be heard
- Professional development and skills growth
- Autonomy and trust in decision-making
📌 Wellbeing implication: Employees who feel respected and valued are more engaged and resilient to stress. Lack of recognition is one of the most cited drivers of disengagement.
5. Self-Actualisation (purpose and potential)
The highest level is about meaning and fulfilment:
- Roles aligned with personal values and strengths
- Opportunities for innovation, creativity, and leadership
- Contribution to a broader mission or purpose
- Coaching and development for long-term career goals
📌 Wellbeing implication: When workplaces support employees to grow into their potential and connect work to purpose, it creates thriving individuals and organisations.
✅ Takeaway for leaders: Wellbeing initiatives should not sit in isolation (e.g., fruit bowls or mindfulness apps). They need to be integrated into a holistic strategy that builds from the bottom up—ensuring basic and safety needs are met first, then fostering connection, recognition, and purpose. This way, organisations create the conditions for both individual and organisational success.
