Transcript David McClelland

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
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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 'affiliationmotivation' 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 makeup 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.