What Remote Workers Should Know about Maslow's Pyramid
Remote work meets basic needs, but may hinder belonging, esteem, and self-actualization, Maslow's hierarchy suggests.
During the COVID-19 pandemic, people treated remote work like a silver bullet—addressing urgent health concerns at the same time it promised a better work-life balance.
Initially heralded as a revolution in how we work, remote work offered unprecedented flexibility and safety.
However, as the novelty of remote work has worn off at the outset of 2025, a more nuanced psychological assessment reveals that remote work may inadvertently hinder our path to self-actualization as described by Abraham Maslow in his Hierarchy of Needs.
First proposed in 1943, Maslow’s theory of human motivation organizes needs into a five-tiered hierarchy:
Level 1 - physiological
Level 2 - safety
Level 3- love and belonging
Level 4 - esteem
Level 5 - self-actualization
According to this model, individuals must satisfy each level before progressing to higher stages, culminating in the realization of one’s full potential.
Applied to the modern workplace, this hierarchy suggests that a fulfilling job should go beyond meeting basic financial needs. It should also foster community, recognition, and personal growth.
Levels 1 and 2
Remote work undeniably addresses the foundational tiers of the hierarchy.
It safeguards physical health and provides comfort and convenience, satisfying physiological and safety needs.
And yet what happens when it comes to the higher-order psychological needs like love and belonging, esteem, and self-actualization?
Level 3. Love and Belonging
Face-to-face interactions in traditional offices often facilitate a sense of community and belonging.
In contrast, remote work environments can lead to isolation and emotional disconnection.
Spontaneous office interactions—those quick chats by the coffee machine or impromptu brainstorming sessions—play a crucial role in cultivating psychological safety and camaraderie.
But these organic experiences are difficult to replicate virtually.
Attempts to fill the gap with scheduled online social events often fall flat, plagued by low engagement and perceived inauthenticity.
In fact, a recent study highlighted that spontaneous in-office interactions significantly contribute to psychological safety, which is harder to achieve in remote settings.
Level 4. Esteem
Esteem needs include recognition, respect, and a sense of achievement.
In remote settings, delayed or infrequent feedback can leave employees feeling unseen or under appreciated.
The absence of informal affirmations—simple acknowledgments like a nod of approval or a passing compliment—may erode motivation and self-worth over time, stalling professional development and personal confidence.
Level 5. Self-Actualization
Self-actualization is the apex of Maslow’s pyramid: the pursuit of personal growth, creativity, and purpose.
While remote work offers autonomy and flexibility, it can also blur boundaries between work and life, increasing the risk of burnout.
Moreover, digital platforms often lack the stimuli-rich environments that inspire innovation and deeper interpersonal learning.
The collaborative energy that sparks new ideas is difficult to replicate through screens, leaving many remote workers feeling creatively stagnant or disconnected from a sense of purpose.
Toward a More Holistic Model of Work
Remote work is not inherently detrimental.
It has clear advantages in terms of accessibility, flexibility, and health.
However, to foster holistic employee well-being and support the full spectrum of human needs, organizations must rethink how work is structured.
Hybrid models may offer a path forward. These models combine the safety and convenience of remote work with the interpersonal richness and developmental opportunities of in-person collaboration.
By deliberately designing environments that address both foundational and higher-order needs, employers can help their teams move beyond mere productivity and toward genuine self-fulfillment.