Need theory

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Need theory, also known as Three Needs Theory,[1][2] proposed by psychologist David McClelland, is a motivational model that attempts to explain how the needs for achievement, power, and affiliation affect the actions of people from a managerial context. This model was developed in the 1960s soon after Maslow's hierarchy of needs in the 1940s. McClelland stated that we all have these three types of motivation regardless of age, sex, race, or culture. The type of motivation that each individual is driven by life experiences and the opinions of their culture.[1] This need theory is often taught in classes concerning management or organizational behaviour.

Need for achievement[edit]

Main article: Need for achievement

People who are achievement-motivated typically prefer to master a task or situation. They prefer working on tasks of moderate difficulty, prefer work in which the results are based on their effort rather than on anything else, and prefer to receive feedback on their work. Achievement based individuals tend to avoid both high risk and low risk situations. Low risk situations are seen as too easy to be valid and the high risk situations are seen as based more upon the luck of the situation rather than the achievements that individual made.[3] This personality type is motivated by accomplishment in the workplace and an employment hierarchy with promotional positions.[4]

Need for affiliation[edit]

Main article: Need for affiliation

People who have a need for affiliation prefer to spend time creating and maintaining social relationships, enjoy being a part of groups, and have a desire to feel loved and accepted. People in this group tend to adhere to the norms of the culture in that workplace and typically do not change the norms of the workplace for fear of rejection. This person favors collaboration over competition and does not like situations with high risk or high uncertainty.[1] People who have a need for affiliation work well in areas based on social interactions like customer service or client interaction positions.[3]

Need for power[edit]

Main article: Need for power

This motivational need stems from a person's desire to influence, teach, or encourage others. People in this category enjoy work and place a high value on discipline. The downside to this motivational type is that group goals can become zero-sum in nature, that is, for one person to win, another must lose. However, this can be positively applied to help accomplish group goals and to help others in the group feel competent about their work. A person motivated by this need enjoys status recognition, winning arguments, competition, and influencing others.[1] With this motivational type comes a need for personal prestige, and a constant need for a better personal status.[4]

Effect on management[edit]

McClelland's research showed that 80% of the population are dominant in one, two, or all three of these three types of motivation. His subsequent research, published in the 1977 Harvard Business Review article "Power is the Great Motivator", found that those in top management positions had a high need for power and a low need for affiliation. His research also found that people with a high need for achievement will do best when given projects where they can succeed through their own efforts. Although individuals with a strong need for achievement can be successful lower-level managers, they are usually weeded out before reaching top management positions. He also found that people with a high need for affiliation may not be good top managers but are generally happier, and can be highly successful in non-leadership roles such as the foreign service.[5][6]

References[edit]

  1. ^ a b c d McClelland's Human Motivation Theory. MindTools, Ltd. Retrieved November 29, 2013.
  2. ^ [1]. Umuc.edu. Retrieved July 16, 2014.
  3. ^ a b McClelland's Theory of Needs. NetMBA Business Knowledge Center. Retrieved November 29, 2013.
  4. ^ a b David McClelland. Businessballs.com. Retrieved November 29, 2013.
  5. ^ McClelland, D. and Burnham, D., Power is the Great Motivator, Harvard Business Review, 1977, 2001.
  6. ^ McClelland, D. Human Motivation, 1988. Cambridge University Press.