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David McClelland. Needs-Based Motivational Model. Acquired Needs Theory. AKA three needs theory learned needs theory. Acquired Needs Theory. an individual’s specific needs are acquired over time shaped by one’s life experiences. Acquired Needs Theory.
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David McClelland Needs-Based Motivational Model
Acquired Needs Theory • AKA • three needs theory • learned needs theory
Acquired Needs Theory • an individual’s specific needs are acquired over time • shaped by one’s life experiences
Acquired Needs Theory Most of these needs can be classified as: • achievement • affiliation • power
Acquired Needs Theory • A person’s motivation and effectiveness in certain job functions are influenced by these three needs.
Style, Behavior, Motivation • These needs are found to varying degrees in all workers and managers • This mix of motivational needs characterizes a person's or manager's style and behavior, both in terms of being motivated, and in the management and motivation others.
The Need For Achievement (n-ach) • seek to excel • tend to avoid both low risk and high risk situations.
The Need For Achievement (n-ach) • tend to avoid low risk situations because the easily attained success is not a genuine achievement.
The Need For Achievement (n-ach) • In high risk situations achievers see the outcome as one of chance rather than one’s own effort.
The Need For Achievement (n-ach) • High achievement individuals prefer work that has a moderate probability of success, ideally a 50% chance.
The Need For Achievement (n-ach) • seeks attainment of realistic but challenging goals, and advancement in the job.
The Need For Achievement (n-ach) • There is a strong need for feedback as to achievement and progress, and a need for a sense of accomplishment.
The Need For Authority And Power (n-pow) A person’s need for power can be one of two types: • Personal • institutional
The Need For Authority And Power (n-pow) • Those who need personal power want to direct others • This need often is perceived as undesirable.
The Need For Authority And Power (n-pow) • Persons who need institutional power (also known as social power) want to organize the efforts of others in order to further the goals of the organization.
The Need For Authority And Power (n-pow) • Managers with a high need for institutional power tend to be more effective than managers with a high need for personal power.
The Need For Authority And Power (n-pow) • n-pow person is 'authority motivated'. • This driver produces a need to be influential, effective and to make an impact. • There is a strong need to lead and for their ideas to prevail. • There is also motivation and need towards increasing personal status and prestige.
The Need For Affiliation (n-affil) • Those with a high need for affiliation need • harmonious relationships with other people • to feel accepted by other people • tend to conform to the norms of their workgroup. • prefer work that provides significant interpersonal interaction • perform well in customer service and client interaction situations. • have a need for friendly relationships • are motivated towards interaction with other people. • produce motivation and need to be liked and held in popular regard. • are team players.
Needs Combinations • most people possess and exhibit a combination of these characteristics.
Needs Combinations • Some people exhibit a strong bias to a particular motivational need • this motivational or needs 'mix' consequently affects their behavior and working/managing style.
Needs Combinations • suggested that a strong n-affil 'affiliation-motivation' undermines a manager's objectivity, because of their need to be liked • suggested that this affects a manager's decision-making capability.
Needs Combinations • A strong n-pow 'authority-motivation' will produce a determined work ethic and commitment to the organization • while n-pow people are attracted to the leadership role, they may not possess the required flexibility and people-centered skills.
Needs Combinations • McClelland argues that n-ach people with strong 'achievement motivation' make the best leaders ALTHOUGH … • there can be a tendency to demand too much of their staff in the belief that they are all similarly and highly achievement-focused and results driven, which of course most people are not.
Mcclelland's Particular Fascination • was for achievement motivation • identified the need for a 'balanced challenge' in the approach of achievement-motivated people.
Achievement-motivated People • not big risk takers • set goals which they can influence with their effort and ability • the goal is considered to be achievable • This determined results-driven approach is almost always present in the character make-up of all successful business people and entrepreneurs.
Other Characteristics And Attitudes Of Achievement-motivated People • achievement is more important than material or financial reward.
Other Characteristics And Attitudes Of Achievement-motivated People • achieving the aim or task gives greater personal satisfaction than receiving praise or recognition.
Other Characteristics And Attitudes Of Achievement-motivated People • financial reward is regarded as a measurement of success, not an end in itself.
Other Characteristics And Attitudes Of Achievement-motivated People • security is not prime motivator, nor is status.
Other Characteristics And Attitudes Of Achievement-motivated People • feedback is essential, because it enables measurement of success, not for reasons of praise or recognition
Other Characteristics And Attitudes Of Achievement-motivated People • achievement-motivated people constantly seek improvements and ways of doing things better.
Other Characteristics And Attitudes Of Achievement-motivated People • achievement-motivated people will logically favor jobs and responsibilities that naturally satisfy their needs • offer flexibility and opportunity to set and achieve goals, eg., sales and business management, and entrepreneurial roles.
Mcclelland’s Strong Belief • achievement-motivated people are generally the ones who make things happen and get results • extends to getting results through the organization of other people and resources, • they often demand too much of their staff because they prioritize achieving the goal above the many varied interests and needs of their people.
