Need theory
Oxford Dictionary of Human Resource Management:
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Needs Theory
This theory (developed by David McClelland) identifies three different needs that can act to motivate people in the workplace.
- The need for achievement (nAch) is the drive to excel and succeed and to improve upon set standards and past performance.
- The need for power (nPow) is the desire to influence and control others.
- The need for affiliation (nAff) is the desire to be accepted and liked by others.
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Need theory
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McClelland's Need Theory, created by a 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. It is often taught in classes concerning management or organizational behavior.
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Need for Achievement
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 luck and prefer to receive feedback on their work.
Need for Affiliation
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 do not typically make effective managers because they worry too much about how others will feel about them.
In his theory, people are not placed into categories but rather have degrees of these needs. To blankly say that people in this group do not typically make effective managers is proposterous! a) no one is only in 'one group' of these needs; b) the balance of needs brings out a profile; c) needs do not explain competencies in any area. One can have high needs in one area and still be effective in an area where these needs are not necessarily fulfilled.
Need for Power
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. 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.
McClelland proposes that those in the top management positions should have a high need for power and a low need for affiliation. He also believes that although individuals with a need for achievement can make good managers, they are not suited to being in the top management positions.
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Oxford Dictionary of Human Resource Management
A Dictionary of Human Resource Management. © 2008
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