David McClelland

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David McClelland

• Needs-Based Motivational Model

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Acquired Needs Theory

• AKA
• three needs theory
• learned needs theory

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Acquired Needs Theory

• an individuals specific needs are acquired over
  time
• shaped by ones life experiences

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Acquired Needs Theory

• Most of these needs can be classified as
• achievement
• affiliation
• power

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Acquired Needs Theory

• A persons motivation and effectiveness in
  certain job functions are influenced by these
  three needs.

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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.

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The Need For Achievement (n-ach)

• seek to excel
• tend to avoid both low risk and high risk
  situations.

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The Need For Achievement (n-ach)

• tend to avoid low risk situations because the
  easily attained success is not a genuine
  achievement.

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The Need For Achievement (n-ach)

• In high risk situations achievers see the outcome
  as one of chance rather than ones own effort.

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The Need For Achievement (n-ach)

• High achievement individuals prefer work that has
  a moderate probability of success, ideally a 50
  chance.

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The Need For Achievement (n-ach)

• seeks attainment of realistic but challenging
  goals, and advancement in the job.

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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.

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The Need For Authority And Power (n-pow)

• A persons need for power can be one of two
  types
• Personal
• institutional

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The Need For Authority And Power (n-pow)

• Those who need personal power want to direct
  others
• This need often is perceived as undesirable.

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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.

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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.

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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.

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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.

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Needs Combinations

• most people possess and exhibit a combination of
  these characteristics.

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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.

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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.

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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.

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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.

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Mcclelland's Particular Fascination

• was for achievement motivation
• identified the need for a 'balanced challenge' in
  the approach of achievement-motivated people.

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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.

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Other Characteristics And Attitudes Of
Achievement-motivated People

• achievement is more important than material or
  financial reward.

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Other Characteristics And Attitudes Of
Achievement-motivated People

• achieving the aim or task gives greater personal
  satisfaction than receiving praise or
  recognition.

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Other Characteristics And Attitudes Of
Achievement-motivated People

• financial reward is regarded as a measurement of
  success, not an end in itself.

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Other Characteristics And Attitudes Of
Achievement-motivated People

• security is not prime motivator, nor is status.

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Other Characteristics And Attitudes Of
Achievement-motivated People

• feedback is essential, because it enables
  measurement of success, not for reasons of praise
  or recognition

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Other Characteristics And Attitudes Of
Achievement-motivated People

• achievement-motivated people constantly seek
  improvements and ways of doing things better.

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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.

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Mcclellands 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.