身為 HR，讀書時一定讀過馬斯洛需求層次理論 (Maslow’s hierarchy of needs)：員工必須先食飽（生理需求）、拿到安全感（薪酬福利），才會去追求團隊歸屬，最後才談自我實現。但你可能都有一刻懷疑過，這個順序似乎有點問題，實際上職場不乏因為找不到團隊歸屬感、或因為追求自我實現而裸辭的人，金字塔理論似乎解釋不能。
你的懷疑是對的，因為我們被這個「金字塔」誤導了超過半個世紀！
💡 歷史真相：馬斯洛從未畫過金字塔
1943 年，心理學家馬斯洛（Abraham Maslow）發表這個理論時，全程只用文字敘述，從頭到尾都沒有畫過任何三角形。這個經典的金字塔，其實是 1960 年代一位管理顧問為了方便簡報而擅自「視覺化」的產物。
馬斯洛晚年甚至對這個僵化的三角形感到非常遺憾。
💡 顛覆認知：馬斯洛心中的「需求層次」其實是…
既然沒有金字塔，那馬斯洛本人到底想表達什麼？在他的原著和晚年筆記中，人類需求其實具備以下 3 大本質：
1️⃣ 需求是「動態重疊」的，不是非黑即白
馬斯洛曾明確指出：人們並不需要「100% 滿足」底層需求，才能開啟下一層。實際上，我們多數人都是「部分滿足、部分不滿足」。
職場現實：員工可以一邊因為工作焦頭爛額（缺乏安全感），一邊卻因為團隊精神（歸屬感）而充滿動力。需求是交織並存的。
2️⃣ 高階需求是「內建本能」，不是奢侈品
馬斯洛認為，追求自尊、愛與自我實現，是人類生來就有的內在潛能，而不是吃飽喝足後的奢侈品。只要環境允許，每個人都會自然渴望成長。
職場現實：這解釋了為什麼許多Gen Z，寧願賺取剛好夠活的薪水，也堅持要進一家理念相符、能發揮潛能的公司。追求意義是天性，不需要排隊等候。
3️⃣ 隱藏的第6層，終極目標是「利他」，而不是「利己」
大眾常以為最高境界是自我實現（Self-Actualization），但馬斯洛往後最核心的主張，是被大眾普遍忽略的第六層自我超越（Self-Transcendence）。他發現，當一個人高度發展後，最想做的是打破「小我」的界線，為了群體、社會或更高的使命而奉獻。
職場現實：這正是現代企業推動 ESG（環境、社會、治理）和企業使命（Purpose）的心理學基石。能激發員工最高動能的，往往是這份工作如何讓世界變得更好。
⛵ 現代組織的新武器：從「金字塔」走向「帆船模型」
因應馬斯洛晚年提出的6層需求，心理學家 Scott Barry Kaufman 提出帆船模型 (The Sailboat Extension)，讓現代組織來理解員工動能：
船身（安全需求）：包含安全、基礎連結、自尊。如果公司連薪金和心理安全感都不能提供，船就會漏水沉沒。
風帆（成長需求）：包含探索、愛、目的。光有穩固的船身，沒有風帆（成長空間與使命感），這艘船永遠無法前進。
安全讓人存活，但只有成長能讓人前進。
你們的機構，現時又是一艘什麼狀態的船？是穩固但駛不遠？抑或已經全速揚帆啟航？
As HR practitioners, we’ve all studied Maslow’s Hierarchy of Needs back in school: employees must first satisfy their basic physiological needs (food and water) and secure safety (compensation and benefits) before they can seek team belonging, and finally, self-actualization. But you might have questioned this sequential order at some point. In reality, the workplace is full of talent who choose to quit on the spot simply because they lack a sense of belonging or are in pursuit of self-actualization. The rigid pyramid model fails to explain this.
Your skepticism is entirely justified, because we have been misled by this “pyramid” for over half a century!
💡 The Historical Truth: Maslow Never Drew a Pyramid
When psychologist Abraham Maslow published his theory in 1943, he used text descriptions exclusively. From start to finish, he never drew a single triangle. This iconic pyramid was actually a product of the 1960s, created by a management consultant who unilaterally “visualized” it for presentation purposes.
In his later years, Maslow expressed deep regret over how rigid this triangular model had become.
💡 Debunking the Myth: What Maslow’s “Hierarchy” Actually Means…
If there was no pyramid, what was Maslow actually trying to convey? In his original writings and later journals, human needs possess 3 fundamental truths:
1️⃣ Needs are “Dynamically Overlapping,” Not Black and White
Maslow explicitly stated that individuals do not need “100% satisfaction” in lower-level needs to unlock the next level. In reality, most of us operate with a state of being “partially satisfied and partially unsatisfied” across all levels simultaneously.
Workplace Reality: Employees can feel overwhelmed by a frantic project (lacking a sense of security) while remaining highly driven by team camaraderie (belonging). Needs coexist and intertwine.
2️⃣ Higher-Level Needs are “Innate Instincts,” Not Luxury Items
Maslow believed that the pursuit of self-esteem, love, and self-actualization is an inherent human potential rather than a “luxury” to be pursued only after being well-fed. Given the right environment, everyone naturally craves growth.
Workplace Reality: This explains why many Gen Z workers are willing to accept a salary that barely covers living costs, yet insist on joining companies whose values align with theirs and allow them to realize their potential. The pursuit of meaning is human nature; it does not wait in line.
3️⃣ The Hidden 6th Level: The Ultimate Goal is “Altruism,” Not “Self-Interest”
While the public often views Self-Actualization as the ultimate pinnacle, Maslow’s core focus in his later years shifted toward a widely overlooked sixth level: Self-Transcendence. He discovered that at the highest stage of human development, an individual desires to break past the boundaries of the “ego” to serve a community, society, or a higher cause.
Workplace Reality: This forms the exact psychological cornerstone for modern corporate initiatives like ESG (Environmental, Social, and Governance) and Corporate Purpose. What truly unleashes an employee’s ultimate drive is knowing how their work makes the world a better place.
⛵ A New Tool for Modern Organizations: Moving from the “Pyramid” to the “Sailboat Model”
In alignment with Maslow’s later 6-level framework, psychologist Scott Barry Kaufman introduced the Sailboat Metaphor (The Sailboat Extension) to help modern organizations better understand employee motivation:
• Hull (Security Needs): Comprises safety, connection, and self-esteem. If a company fails to provide adequate compensation or psychological safety, the hull leaks, and the boat sinks.
• Sail (Growth Needs): Comprises exploration, love, and purpose. Having a sturdy hull alone without a sail (growth opportunities and purpose) means the ship will never move forward.
Security allows humans to survive, but only growth moves them forward.
What kind of boat is your organization operating at the moment? Is it secure but going nowhere? Or has it already caught the wind and is sailing at full speed?
參考資料 Reference:
Wikipedia https://en.wikipedia.org/wiki/Maslow%27s_hierarchy_of_needs
Scott Barry Kaufman https://scottbarrykaufman.com/sailboat-metaphor/
The British Psychological Society https://www.bps.org.uk/psychologist/maslows-hierarchy-needs-sixth-level