MCCLELLAND’S THEORY OF NEEDS
David McClelland, born May 20, 1917, earned his doctorate at Yale University in 1941. He became a major contributor to the study of human personality and motivation in both education and industry(Redmond & Rose, 2016). McClelland is best known for his work on achievement motivation models and their practical applications, namely the Thematic Apperception Test and Need Theory(Redmond, 2016).
In his book The Achieving Society published in 1961, David McClelland introduced a new theory of motivation, the Acquired Needs Theory. McClelland proposed three types of motivational needs, on which he argued that one’s style of being motivated and motivating others relied(Boyatzis, 2016). Figure 1 illustrates these three types of needs proposed by McClelland.
Figure 1:Needs Theory of Motivation
(Source - Redmond, 2013)
McClelland argued that most individuals possess some level of all three needs but some display a strong bias towards a particular need that will in turn influence the individual’s motivation towards work and managing others (Redmond, 2013). He also argued that the need group to which an individual falls may change as they grow, and those who do not naturally possess specific needs can acquire them through training and experience (Mendenhall et.al, 1995). From a management’s perspective, “McClelland’s Need Theory suggests that understanding these needs and accurately placing the right people in the right positions should yield greater levels of motivation which, in turn, should increase productivity and reduce turnover” (Redmond, 2013).
McClelland's approach is not particularly associated with a theoretical perspective, but identifies three needs important in the workplace. The presence of these needs can be examined in various ways, but McClelland's drew upon Murray's use of projective pictures and story telling as a way of identifying the position of these needs in a leader(Swenson, 2000).Those in the first, affiliative managers, need to be liked more than they need to get things done. Their decisions are aimed at increasing their own popularity rather than promoting the goals of the organization(McClelland & Burnham, 2003). Managers motivated by the need to achieve, the second group, aren’t worried about what people think of them. They focus on setting goals and reaching them, but they put their own achievement and recognition first. Those in the third group, institutional managers, are interested above all in power. Recognizing that you get things done inside organizations only if you can influence the people around you, they focus on building power through influence rather than through their own individual achievement. People in this third group are the most effective, and their direct reports have a greater sense of responsibility, see organizational goals more clearly, and exhibit more team spirit(McClelland & Burnham, 2003).
However, a high need for achievement has important disadvantages in management. Management involves getting work done by motivating others. When a salesperson is promoted to be a sales manager, the job description changes from actively selling to recruiting, motivating, and training salespeople. Those who are high in need for achievement may view managerial activities such as coaching, communicating, and meeting with subordinates as a waste of time. Moreover, they enjoy doing things themselves and may find it difficult to delegate authority. They may become overbearing or micromanaging bosses, expecting everyone to be as dedicated to work as they are, and expecting subordinates to do things exactly the way they are used to doing (Carpenter et.al, 2012).
When studied by other researchers, Mclelland’s theory has found support, with an emphasis on the need for achievement. For example, a meta-analysis performed by Stewart and Roth (2007) found that entrepreneurs typically had higher needs for achievement than did managers. The autonomy and challenging demands of entrepreneurship are conducive to satisfaction of this need. In addition, Park, Lee, and Kabst (2008) demonstrate that achievement, affiliation, and power needs are important predictors in organizational commitment (OC) and job involvement (JI). Those with strong achievement needs demonstrate higher levels of performance and are more goal-oriented. While both average and above average employees exhibit similar needs profiles, the need for achievement is higher for those with higher OC and JI. Value can be found in Mclelland’s theory but determining the levels of individual needs and subsequently matching those needs to a job situation presents a challenge for practitioners (Redmond, 2013).
McClelland's Need Theory Strengths and Weaknesses
As shown in the Figure2, each of the three needs can be over- or under-expressed, thereby leaving the leader in a position of potential abuse or insufficiency. In most cases, moderate to high ratings in these areas are desirable rather than excessively high or low ones(Swenson, 2000).
Figure 2:Distribution of Need Behaviors
David McClelland’s theory is regarded as more useful than those of Maslow and Alderfer (Lumen & Williams, 2021). This is because there is much more empirical evidence to support McClelland's Needs Theory than Maslow's or Alderfer's. Unlike the previous theories, McClelland believed that needs were not innate but learned at a young age and could also be developed in individuals. McClelland developed training programs for managers to increase their need for achievement. This need correlates well with positive organizational behaviors and performance. While other needs theories are more descriptive, McClelland offers a better mix of description and prescription enabling organizations to proactively encourage beneficial corporate behavior through both training programs and matching motivational needs with job situations. However, critics of McClelland's theory state that there are issues with the validity concerning the TAT projection used to determine the level of individual needs (Redmond, 2009).
McClelland’s theory is criticized for its lack of predictive power as it relates to entrepreneurship. The decision to own or manage a business is not directly correlated with the need for achievement as there are many factors that drive people to become entrepreneurs (Kapp, Smith-Hunter, & Yonkers, 2003). Also, differences in cultures play a significant role in how achievement is viewed. Some cultures view failure as a learning experience that allows the opportunity to grow and become stronger in areas that caused the setback, while other cultures focus on the regressive side of failing to achieve (Redmond, 2013).
McClelland’s theory of acquired needs has important implications for motivating employees. While someone who has high need for achievement may respond to goals, those with high need for affiliation may be motivated to gain the approval of their peers and supervisors, whereas those who have high need for power may value gaining influence over the supervisor or acquiring a position that has decision-making authority. And, when it comes to succeeding in managerial positions, individuals who are aware of the drawbacks of their need orientation can take steps to overcome these drawbacks (Carpenter, Bauer & Erdogan, 2012).
McClelland proposes that those in 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 generally suited to being in top management positions(Boundless, n.d.).
References
Boundless, (n.d.), McClelland’s Need Theory, Viewed on 6 May 2021, <http://oer2go.org/mods/en-boundless/www.boundless.com/management/textbooks/boundless-management-textbook/organizational-behavior-5/employee-needs-and-motivation-46/mcclelland-s-need-theory-238-1041/index.html>
Boyatziz, R.E., (2016), David C. McClelland, The Wiley Encyclopedia of Personality and Individual Differences, 5: Clinical, Applied and Cross –Cultural Research
Carpenter, M. Bauer, T. & Erdogan, B., (2012), Management Principles, C14, Motivating Employees, Viewed on 6 May 2021, <https://2012books.lardbucket.org/books/management-principles-v1.0/s18-motivating-employees.html>
Kapp, J. Smith-Hunter, A. & Yonkers, V., (2003), A Psychological Model of Entrepreneurial Behavior. Journal of the Academy of Business and Economics.
Lumen, L. & Williams, L., (2021), Introduction to Business, 10(3), pp.3653.
McClelland, D.C. & Burnham, D.H., (2003), Power Is the Great Motivator, Viewed on 6 May 2021, <https://hbr.org/2003/01/power-is-the-great-motivator>
Mendenhall, M.E. Punnett, B.J., & Ricks, D., (1995), Global Management, Cambridge: Blackwell.
Park, Y., Lee, C., & Kabst, R., (2008), Human Needs as Predictors for Organizational Commitment and Job Involvement: An Exploratory Empirical Study. Management Revue, 19(3), pp.229-46
Redmond, B.F., (2010), Need Theories: What Do I Want When I Work? Work Attitudes and Motivation.
-----------, B.F., (2016), Needs Theories Overview. Viewed on 6 May 2021, <https://wikispaces.psu.edu/display/PSYCH484/2.+Need+Theories>
Stewart, W., & Roth, P., (2007), A Meta-Analysis of Achievement Motivation Differences between Entrepreneurs and Managers. Journal of Small Business Management, 45(4), 401-21
Swenson, D.X., (2000), David McClelland's 3-Need Theory Achievement, Affiliation, Power, Viewed on 10 May 2021, <http://faculty.css.edu/dswenson/web/LEAD/McClelland.html>
Agree with you Indeevari, McClelland’s theory of needs suggests that each employee has several, often competing needs and that motivation of employees results from their attempt to fulfil these needs (Rybnicek, 2016).
ReplyDeleteYes Vindya. McClelland’s views are affirmed the importance of people and their behaviors within the society/Organization. To influence people to set targets and goals those factors are useful to all managers. To get satisfied employees within organization process, rewards and assigned job, it is very significant to recognized these factors and attempt on it. Because these three motivational drivers cover the all needs and desires of employees within organization (Royle & Hall 2012).
DeleteMcClelland needs theory contends that individuals are motivated by three basic drivers: achievement, affiliation, and power, individuals’ achievement needs are satisfied when they
ReplyDeleteare able to realize their own purposes(Royle & Hall,2012).
Agree with you sandun. The needs are aroused from the bottom layer to the highest, such that the lowest need layer should be fulfilled before the next order need is triggered and the process continues (Benson and Dundis, 2003)
DeleteI Agree Indeevari, Sinha (2015) stated that, the need for Affiliation as establishing and maintaining good relationship with managers and co-workers. He further addressed that, employees with high need for affiliation may not be in a top position or good manager, hence they will be considered as best team players and more suitable for a cooperative working environment.
ReplyDeleteIn addition to your views, it is important to differentiate "needs" from "wants" once you studying this theory, where needs are universal regardless of geography or culture but wants can be different due to many given variables (Michalos, 2017)
DeleteAgreed. This method is based on behavioral decision theory and involves modeling an individual's decision making behavior to determine how the person weights his or her need for affiliation, need for power (nPow), and need for achievement (nAch) in arriving at decisions(Harrell, A.M., Stahl and Michael, J., 2021).
ReplyDeleteAs an addition to your comment, “need of achievement” can be defined as an act of performing, obtaining or accomplishing in-order to succeed the defined milestones. Further the individuals prefer to more task oriented with the expectation of maximum results which leads for competition (Osemeke and Adegboyega, 2017).
DeleteAgreed with you, McClelland describe how to make the motivation schedule for long time in an organization. McClelland developed this theory based on the long-term motives and expressive needs used in the early studies of Henry Murray's personality (Hentry 2008).
ReplyDeleteAgreed with your comment. Cassidy and Lynn (1989) suggested that work ethics, dominance, competitiveness, status aspiration and acquisitiveness for money as well as wealth are basic factors which propel the achievement motive
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ReplyDeleteWhile agreeing with you i share that, an alternative way of classifying needs was developed
by McClelland (1961), who based it mainly on studies of managers. He identified three needs
of which the need for achievement was the most important:
1 The need for achievement, defined as the need for competitive success measured against a
personal standard of excellence.
2 The need for affiliation, defined as the need
for warm, friendly, compassionate relationships with others.
3 The need for power, defined as the need to control or influence others(Armsrong,2014).
Agree with you gagana. In here both of these facts are impacted to the employees work life and the family life. As well as the effective organization process. Hence considering these all factors HR management should provide proper plan to motivate employees (Trikoupis, 2011).
DeleteWhat you have presented is very true. McCelland's theory of motivation identified that everyone prioritizes needs differently. He also have the opinion that individuals are not born with these needs, but that they are actually learned through life experience (Mungi, 2020). However, in contrast with Maslow's hierarchy of needs theory, McClelland indicates that some people have higher levels of one need than others (Braden, 2000).
ReplyDeleteYes Oshadee. Further the affiliation motive can be considered as a key factor in linking and maintaining of social relationships (Volmer et al., 2019). Moreover, the leadership in organizations is much considered in affiliation of others to maintain the excessive power motivation (Steinmann, Ötting and Maier , 2016)
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