McClelland proposed that an individual’s particular needs are obtained over time as a result of life experiences (Baptista et al., 2021). According to David McClelland's theory, an individual's performance is determined by two factors (Baptista et al., 2021). Socially acquired experiences and how these experiences should be addressed in order to understand what demands the individual must meet in order to attain motivation.
This model is classified as a content theory of motivation because it focuses on needs (Baptista et al.,2021).
The model considers thefollowing requirements:
1. Achievement (getting things done)
2. Power (having influence over others)
3. Affiliation (having good relationships)
Furthermore, McClelland's acquired need theory has the advantage of providing managers with a framework for dealing with various types of employees (Ferris, Beehr and Gilmore, 1978). People with a high need for achievement are suitable for sales positions because they enjoy challenging tasks, whereas people with a high need for affiliation are suitable for customer service representative positions because they are good at maintaining interpersonal relationships, and people with a high need for power are suitable for formal supervisory positions because they have influence over other people in the organization (Wood et al, 2004).
The weaknesses of McClelland’s acquired needs theory is that it serves little purpose in the public sector.
Public sector employees are being motivated by job security and stability, teamwork and worthwhile service to society, while eschewing monetary rewards, prestige and the desire for challenge and autonomy (Jurkiewicz, Massey and Brown, 1998).
In the workplace, different needs bring diverse capabilities, limitations, preferred working styles, and
behavioral risks. It is best to have an understanding of your own needs as it will help for self awareness (Igalens and Roussel, 1999).
The Need for Achievement
The desire for success manifests itself as an emotional drive to move fast, complete tasks, succeed,
achieve high levels of performance, and accomplish other potentially competitive results (Greiner, 1986).
In a company we find employees who strive to achieve their goals, overcome challenges and take on many
challenging tasks/ roles. For example, if getting Digital Marketing clients for the company is the goal, some employees will not rest until they get the required sales. They will focus on driving sales and attend to the necessary tasks such as; setting up automated messages on the social media pages,
scheduling social media posts, email marketing, reviewing and updating the sales landing page, installing a chat bot, etc.. to generate sales.
Individuals with a high emotional demand for achievement are continually striving to complete difficult
but possible activities (Lyden,1976).
They thrive on being somewhat stretched and the sense of accomplishment that comes with completing a
deliverable.
To get the stretch and leadership attention these employees want, they require challenge, recognition,
and active management. When certain things don’t go well, it can frustrate these types of employees and it will lead to poor behaviour. In order to overcome them through that situation, they should be given with a new set of challenges and they will start focusing.
Leaders with a high emotional hunger for success can be extremely effective. Their passion to succeed means they'll get down to business and push their staff to produce huge amounts of work while maintaining great quality. These individuals risk overworking their team members and ultimately losing their followers and support if they do not check their drive and adequately manage their own teams.
(van Wagner and Swanson, 1979).
The Need for Power
The need for power is the second need mentioned in McClelland's Acquired Needs Motivation
Theory. Power is manifested as an emotional desire for prestige, influence, control over others, and victory. Individuals who have a strong thirst for power seek respect and authority from others. McClelland and Burnham identify two Applications of Management Theory 3 types of power managers: those who seek personal power and those who seek institutional power (Lyden, 1976). However,
managers who seek institutional power are more successful as they can create favorable conditions at work (van Wagner and Swanson, 1979). Attributes the success of higher power of needs people to their ability to create a greater sense of responsibility and team spirit in their organization.
People who have a strong emotional desire for power like to be continually competing with,
leading, managing, and influencing others. They thrive on competing against others and the sense of greater prestige that comes with winning. They are always willing to take risks to show their status.
The Need for Affiliation
The desire for connection manifests as an emotional yearning to be liked and accepted. Individuals with a high demand for connection seek out amicable and collaborative workplace relationships as well as a pleasant social environment. (Wood et al, 2004). They prefer working in a place they feel welcomed. Managers should identify such team members and create a more comfortable workplace.For example, in a
work-from-home company, employees will feel more distanced. Hence team building activities should be done to increase motivation (Wood et al, 2004).They might not be as objective as other leaders, and there's a chance they'll be more concerned with their employees' outcomes than with the company's.
As a conclusion, the manager can categorize the employees to different types of work according to these categories. Hence, people with high level of achievement are suitable to become salesperson as they prefer challenging task, whereas people with high need for affiliation are suitable to hold a position of customer
service representative as they are good in maintaining interpersonal relationship and people with high need of power are suitable to hold formal supervisory position as they have influence over other people in the organization (Wood et al, 2004).
Reference:
Wood, J. & Wallace, J, Zeffane, RM, Chapman, J, Fromholtz, M & Morrison, V (2004). Organizational Behavior. A Global Perspective, 3rd Ed, John Wiley & Sons, Milton.
Baptista, J., Formigoni, A., Silva, S., Stettiner, C. and Novais, R., 2021. Analysis of the Theory of Acquired Needs from McClelland as a Means of Work Satisfaction. Timor Leste Journal of Business and Management, 3, pp.54-59.
Ferris, G., Beehr, T. and Gilmore, D., 1978. Social Facilitation: A Review and Alternative Conceptual Model. Academy of Management Review, 3(2), pp.338-347.
Greiner, J., 1986. Motivational Programs and Productivity Improvement in Times of Limited Resources. Public Productivity Review, 10(1), p.81.
Igalens, J. and Roussel, P., 1999. A study of the relationships between compensation package, work motivation and job satisfaction. Journal of Organizational Behavior, 20(7), pp.1003-1025.
Jurkiewicz, C., Massey, T. and Brown, R., 1998. Motivation in Public and Private Organizations: A Comparative Study. Public Productivity & Management Review, 21(3), p.230.
Lyden, F., 1976. Power Driven Managers Make the Best Bosses. Public Administration Review, 36(2), p.201.
van Wagner, K. and Swanson, C., 1979. From Machiavelli to Ms: Differences in Male-Female Power Styles. Public Administration Review, 39(1), p.66.
Comments
Post a Comment