This paper examines the impact of psychologist Abraham Maslow's hierarchy of needs in American management. I trace how a roster of management experts translated the hierarchy of needs into management through case studies of job redesign programs at Texas Instruments and marketing firm Young & Rubicam's management training. The hierarchy of needs resonated with management, I argue, because it seemed to offer both a concrete guide for management, with practical implications for designing management training and work structures, alongside a broader social theory that purported to explain changing social values and economic circumstances in America. For the management theorists who invoked the hierarchy of needs, the corporation served as both the prime site for people to fulfill their higher psychological needs and the ideal site to study and cultivate motivation. This article contributes to histories of psychology that show how psychology became a prominent resource in American public life.

中文翻译：

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关于马斯洛，动机和管理者：1960-1985年，美国企业的需求层次。

本文研究了心理学家亚伯拉罕·马斯洛（Abraham Maslow）的需求层次结构对美国管理的影响。我通过德州仪器（TI）和市场营销公司Young＆Rubicam的管理培训上的职位重新设计计划的案例研究，追踪了管理专家花名册如何将需求层次转化为管理。我认为，需求层次结构引起了管理的共鸣，因为它似乎为管理提供了具体的指导，对设计管理培训和工作结构具有实际意义，同时还提供了旨在解释社会价值和经济状况变化的更广泛的社会理论。美国。对于那些调用需求层次结构的管理理论家来说，该公司既是人们满足更高的心理需求的主要场所，又是学习和培养动力的理想场所。本文对心理学的历史作出了贡献，这些历史表明心理学如何成为美国公共生活中的重要资源。