现代大学英语精读第二版（第三册）学习笔记（原文及全文翻译）——13B - Maslow‘s Hierarchy of Needs（马斯洛的需求层次理论）

Unit 13B - Maslow's Hierarchy of Needs

Maslow's Hierarchy of Needs

Joseph T. Straub and Raymond F. Attner

A tool managers can apply to understand human needs was developed by Abraham H. Maslow in his book Motivation and Personality. Maslow developed a five-level sequence, or hierarchy, of human needs, which is shown in Figure 6-1. A major point of this hierarchy is that each need level must be generally satisfied before the person attempts to fill those needs on the next level. The first two needs are considered primary, or lower-order needs; the remaining three are secondary, or higher-order needs. Let's discuss each of these levels.

Physiological need is the fundamental need for food, clothing, and shelter. People must be able to satisfy this need before they acknowledge any of the higher ones. Someone who faces death by starvation or exposure may resort to murder or cannibalism to meet fundamental, life-sustaining needs, despite what society might think. Work satisfies these needs if an employer pays wages or salaries that allow employees to buy the simple necessities.

The safety and security need is the need to avoid bodily harm and uncertainty about one's well-being. People become conscious of this need after they fulfill the first one. This kind of need satisfaction would come from tenure for a college professor, a union contract defining policies and procedures for layoff for a steelworker, or insurance and retirement programs for employees.

Social need is the need to be accepted by people whose opinions and companionship you value. On the job pleasant relations with coworkers help people meet these needs. The traditional office conversation at the water cooler reflects employees' needs to interact socially as well as in their official business roles. The groups employees form at lunchtime are also a result of their need to be social. In other areas of life, involvement in religious, civic, and professional organizations and activities with family and friends satisfy them.

Esteem need is the need to feel important, admired, and worthwhile. Like the previous level of need, this one is fulfilled by a combination of activities on and off the job. Although work can fulfill this need by giving out prestigious promotions, a high salary, and organizational status symbols, some employees disregard job-related fulfillment, choosing instead to pursue an outside activity that brings them praise and respect from others. Perhaps you have worked with someone who, although not a spectacular employee, was a recognized expert on rare coins, an authority on boating safety, or the local baseball commissioner.

Self-actualization or self-realization need is the need to get the maximum reward from one's life experience; to maximize one's skills, abilities, and potential. The capstone in Maslow's hierarchy, it is reaching your potential. A characteristic of people who are self-fulfilled through their work is rising to the top of an organization, a trait shown by many top executives of large corporations. The possibility of attaining self-fulfillment in work attracts many entrepreneurs to start their own businesses. Self-actualization also can be achieved by pursuing a variety of activities: a multimillionaire business owner who takes flying lessons and teaches lifesaving techniques at the local Red Cross or a registered nurse who lobbies for environmental issues and restores furniture both combine work and hobbies to achieve self-fulfillment.

Maslow's view of motivation challenges and assists managers to identify the needs of each worker—an often difficult task. By analyzing comments, attitudes, quality and quantity of work, and personal circumstances, the manager can identify the particular level of need that each one is trying to satisfy. Then the manager can try to build into each job the opportunity to satisfy those needs. Every supervisor is a catalyst to motivation. If the work experience is improved, thus satisfying certain needs more fully, employees will be motivated and the manager will harvest the benefits along with them.

参考译文——马斯洛的需求层次理论

马斯洛的需求层次理论

约瑟夫·T.斯特劳布和雷蒙德·F.埃特纳

管理者们可以在亚伯拉罕·H.马斯洛所著的《动机与个性》一书中找到一种方法来了解人的需求。马斯洛在书中把人类的需求分为五个等级或者是阶段（如图6-1）。这种等级理论的主要观点是说人在试图满足更高级别的需求之前必须要满足较低级别的需求。前面两种需求是最基本的、较低层次的需求，剩下的三种是第二阶段的，较高层次的需求。下面我将在文章中逐层讨论。

生理需求：这是最基本吃、穿、住的需求。人们必须在有能力满足生理需求的基础上才能追求更高层次的需求。当一个人由于饥饿或寒冷而面临死亡时，他就可能会采取谋杀或嗜食同类的方式来满足最基本的维系生命的需求，不管社会是否认同。如果雇主发的工资可以让雇员购买简单的生活用品的话，那么这份工作就满足了这些需求。

安全需求：指避免身体伤害以及幸福生活中的不确定因素的需求。只有在第一层次需求得到满足以后，人们才会意识到这一层次的需求。对于大学教授来说，这种需求的满足可能源自得到的终身职位的任期；对于一名钢铁工人来说，这种需求的满足可能源自工会所制订的关于下岗诸多事宜的政策；而对于雇员来讲，这种需求的满足则来自于其所依赖的退休养老保险。

社会需求：就是得到某些人认可的需求，你重视这些人的意见，珍视他们的陪伴。工作中和同事关系融洽，可以帮助人们满足这种需求。雇员们习惯于在茶水间交谈，这与他们在正式工作中的角色共同反映了他们的社会交往需求。雇员们在午餐时间扎堆吃饭也是他们需要社交的结果。在生活的其他方面，诸如参加宗教活动、各种民间活动、专业组织以及参与家人、朋友的活动，都能够满足人们的这种需求。

尊重的需求：就是感到自己很重要、受爱戴、有价值的一种需要。正如前面的需求一样，这种需求可以在工作中或工作以外的各项活动中得到实现。尽管我们在工作中可以通过提供诱人的晋升机会、较高的薪水、编制上的身份象征来满足这些需求，但有许多雇员无视工作带来的成就感，而选择一些工作之外的活动来赢得他人的赞扬与尊重。也许和你一起工作的那个人并不是位出色的雇员，但他却可能是公认的古帀专家，或者是一位船艇安全方面的权威人士，或者是当地棒球委员会的委员。

自我实现的需求：指从一个人的生活经验中获得最大回报的需求。也就是将人的技术、能力和潜能发挥到极致。马斯洛层次理论的最顶层就是最大限度地发挥潜能。那些通过努力工作实现自我满足的人的特点之一便是成为公司的高层领导者，许多大公司的高层管理者的情况正好说明了这一点。在事业中获得自我实现的可能性吸引了许多企业家开创自己的事业。自我实现也可以通过从事一些活动来实现：亿万富翁可以学习驾驶飞机并在当地的红十字会讲授求生技巧；一名注册护士可以致力于宣传环保问题以及修缮破旧的家具，两者都将工作与爱好结合在一起来实现自我价值。

马斯洛的动机理论激励着管理者并帮助他们了解每位员工的需求——这通常是一个难题。通过分析对工作的评价、态度、工作的质量和数量及自身情况，管理者就可以确定每名员工想要满足的需求层次，然后管理者可以在工作中提供机会来满足这些需求。每位管理者都是动机的催化剂。如果工作体验得以提升，那么需求就会更充分地得到满足，雇员就会受到激励，管理者们相应地也会获益。

Key Words:

acknowledge [ək'nɔlidʒ]      

vt. 承认，公认，告知收到，表示感谢，注意到

shelter    ['ʃeltə]    

n. 庇护所，避难所，庇护

v. 庇护，保护，

starvation      [stɑ:'veiʃən]   

n. 饿死，饥饿

primary  ['praiməri]     

adj. 主要的，初期的，根本的，初等教育的

hierarchy ['haiərɑ:ki]     

n. 等级制度，层级[计]，统治集团

insurance       [in'ʃuərəns]    

n. 保险，保险费，安全措施

security   [si'kju:riti]      

n. 安全，防护措施，保证，抵押，债券，证券

conscious      ['kɔnʃəs] 

adj. 神志清醒的，意识到的，自觉的，有意的

fundamental  [.fʌndə'mentl]

adj. 基本的，根本的，重要的

n. 基本原

exposure [iks'pəuʒə]     

n. 面临（困难），显露，暴露，揭露，曝光

baseball  ['beis.bɔ:l]      

n. 棒球

involvement   [in'vɔlvmənt] 

n. 包含，缠绕，混乱，复杂的情况

symbols  ['simbəls]

n. 符号；象征；标志；符号表（symbol的复数）

previous ['pri:vjəs]

adj. 在 ... 之前，先，前，以前的

rare [rɛə]

adj. 稀罕的，稀薄的，罕见的，珍贵的ad

employee      [.emplɔi'i:]     

n. 雇员

conversation  [.kɔnvə'seiʃən]

n. 会话，谈话

fulfillment      [ful'filmənt]    

n. 满足，完成，履行

spectacular    [spek'tækjulə]

adj. 壮观的，令人惊叹的

n. 惊人之举，

disregard       [.disri'gɑ:d]    

n. 不理会，漠视

characteristic  [.kæriktə'ristik]      

adj. 特有的，典型的

n. 特性，特征，特

identify   [ai'dentifai]    

vt. 识别，认明，鉴定

vi. 认同，感同身

hierarchy ['haiərɑ:ki]     

n. 等级制度，层级[计]，统治集团

motivated      ['məutiveitid] 

adj. 有动机的；有积极性的 v. 使产生动机；激发…

quality    ['kwɔliti] 

n. 品质，特质，才能

adj. 高品质的

catalyst   ['kætəlist]      

n. 催化剂，刺激因素

opportunity   [.ɔpə'tju:niti]   

n. 机会，时机

maximize       ['mæksimaiz]

v. 取 ... 最大值，最佳化，对 ... 极为重视

potential [pə'tenʃəl]      

adj. 可能的，潜在的

n. 潜力，潜能

quantity  ['kwɔntiti]      

n. 量，数量，大量

参考资料：

1. 现代大学英语精读(第2版)第三册:U13B Maslow's Hierarchy of Needs(1)_大学教材听力 - 可可英语
2. 现代大学英语精读(第2版)第三册:U13B Maslow's Hierarchy of Needs(2)_大学教材听力 - 可可英语

现代大学英语精读(第2版)第三册:U13B Maslow's Hierarchy of Needs(3)_大学教材听力 - 可可英语