Traditional needs theories centre around hierarchies ranging from "lower-level" needs for security, existence, or hygiene through to "higher-level" needs for self-actualisation, achievement, and growth. As applied to the organisational domain, such theories tend to assume that an employee's personal need for challenge and development is the best source of work motivation. Based on social identity and self-categorisation theories, this paper interprets needs hierarchies as reflections of the variable definition of self. It suggests that the motivational impact of different needs changes as a function of the salience of norms and goals associated with self-categories defined at varying levels of abstraction (personal, social, human). As a result, no one level of need is inherently more relevant to employee motivation than any other. This analysis also suggests that group-based needs will play an especially important motivational role in situations where an individual's social identity is salient. Following work by Tyler, data that support this argument are provided by a study in which employees' willingness to engage in citizenship behaviour increased following manipulations of group-based pride and respect. Results point to the productive and sustainable potential of self-actualisation at a collective rather than just a personal level.
