Anybody who sat through Psych 101 will remember Abraham H. Maslow and his "hierarchy of needs," a pyramid with basics like food, water, air and shelter at the bottom, and the fancier stuff--self-expression, creativity and independence--on top. Low-priority needs have to be met before the next level can motivate behavior, and so on, until you max out with what Maslow called "self-actualization."

Maslow's theory may be 60 years old, but for modern managers looking to pump up performance, it's still got zing. If you want employees to get their mojo on, you've got to create the kind of environment that allows them to rise to every occasion. Because people's needs change, and what ignites one person leaves another cold, you'll have to gear your incentive to the need, or else watch your talent head straight for a more motivation-savvy employer.

Physiological. The underwear of Maslow's theory, these needs are best met with material motivators like comfortable working conditions, clothing allowances and a living wage. To attract and keep scarce talent, lots of companies gild this lily by offering mind-blowing benefits, from in-house laundry to cafeterias that bake birthday cakes and prepare take-home suppers.

Safety. The need for security, stability, peace of mind and freedom from fear or threat has new value after September 11th and the Enron meltdown. Now that we've been wounded by enemies outside and connivers within, companies have to hustle to safeguard their retirement and pension plans. When you decide to soup up your medical benefits with wellness programs or a fitness center, provide childcare, replace travel with the telephone or guarantee part of your sales force's pay, you're addressing a stepped-up need for safety that you can't afford to ignore.

Social. People still need people, even though these days we're connecting via computer networks more than potlucks. Do you have office parties, educational seminars, an Intranet or a softball team? Anytime you encourage employees to interact, you're helping to fulfill a social need for friendship, acceptance and allegiance. But take it easy with this one. Team togetherness is hardly everybody's idea of a good time, and it's debatable whether extra-curricular teamwork beefs up the bottom line, so don't force people to sign up or be seen as turncoats.

Esteem. Knowing that your colleagues look up to you, your customers appreciate you and your boss recognizes you are what self-esteem is all about. A hefty raise or promotion, a private office, a new laptop or a cool job title also figure in satisfying the need for respect. If you can't hand out promotions, how about putting somebody on a project where they'll rub shoulders with some higher-ups? And let's not forget the simplest way to deliver praise: a note saying thanks for doing a great job.

Self-actualization. A pyramid is a lot smaller on top than at the base. That's why Maslow capped his with self-actualization: Few people ever fully realize their potential and exercise their true capacity for creativity and intellectual curiosity. Whether you buy that argument or not, take this bit of Maslow to heart: "The only happy people I know are the ones who are working well at something they consider important." You betcha. This page is protected by Copyright laws. Do Not Copy