Maslow’s Hierarchy of Needs and real business firm example Abraham Maslow was one of the humanistic psychologists who were instrumental in delivering management and educational fields through useful descriptions of human needs. Such needs became known during revolutionary time of hierarchy of needs (Buchanan and Huczynski 2010, p.10). He believed that people couldn’t be healthy and well adjusted unless all of their basic needs were met. The Maslow’s aim was to motivate employee through the provision of basic needs so that they could become functional in the society. As a result, Maslow identified five types of basic needs and ranked them from the lowest or the most basic need upwards to those less basic. He believed that all the needs were not aroused at once, but rather triggered gradually. He stated that, once the most basic was satisfied, the next need became necessary to satisfy (Stephens and Gary 1998, p.61). The constituencies of the Maslow’s hierarchy of needs include self-actualization, safety and physiological needs, esteem and, of course, social needs. Physiological needs, which are at the lowest level in the hierarchy, are responsible for satisfying the most fundamental biological drivers (Montana and Charnov 2008, p.19). Such needs include food, water, shelter, and air. In most companies, it is necessary to ensure that employees’ psychological or basic needs are met. For instance, most companies pay employees a living wage to exchange it for food and shelter. However, this is not the only way companies satisfy employee psychological needs. For instance, at Hershey foods and southern California Edison employees normally get coffee or tea break and other resting opportunities. In addition, to ensure that employees are healthy, companies provide exercise facilities for them. In real life businesses, companies like Hershey foods, and southern California Edison, employees who live healthy get an award of insurance rebates. On the other hand, those who are at high risk of illness have their premium raised. As a result, insurance burden is not only well distributed to encourage people to live healthy lives, but also as an incentive encouraging them to embrace health. Safety needs arise once the psychological needs have been satisfied. This is about the need to live in an environment that is both, psychologically and physically safe and secure. Organizations have in many ways work to ensure that employee safety exists (Pride Hughes and Kapoor 2011, p.88). For instance, at Hershey foods and southern California Edison shop workers get maximum protection from environmental hazards through wearing hard hats and goggles. For office workers, attempts to release them from eyestrain and back pains, the companies provide well designed computer monitors, chairs, and desks exist. Currently, most organizations show enormous interest in ensuring protection and employees’ safety. Although the government dictates most of the safety practices, it is worth nothing that employees recognize the motivational benefits associated with safe working environments. Social needs come into light once the psychological and safety needs are satisfied. These refer to the need of linking and getting acceptance from others (Miller, Vandome and John 2010, p.99). As human beings, we need acceptance from o