Understanding McClelland’s Theory of Needs: What You Need to Know
McClelland's theory of needs explains how individuals in an organization are motivated by three acquired needs: achievement, power, and affiliation By identifying the motivational needs of team members and approaching them according to their need type, this theory can be used to effectively motivate and manage teams
What is McClelland’s theory of needs?
McClelland's theory of needs posits that individuals in an organization are motivated by the desire for achievement, affiliation, and power. This theory suggests that these needs exist in every person regardless of their age, race, or other demographics, but the specific manifestation of these needs can vary. Furthermore, life experiences play a critical role in shaping these needs and determining which ones are most important to an individual.
McClelland’s Theory of Needs, also referred to as the Three Needs Theory, provides a comprehensive understanding of the nature of needs and how individuals can effectively fulfill them. Developed by the renowned American psychologist David McClelland in the 1960s, the theory highlights the impact that needs can have on an individual's behavior, particularly within a managerial context in an organization.
Understanding McClelland’s motivation theory is possible by knowing about the three types of needs that the theory refers to achievement, affiliation and power.
Need For Achievement
The Acquired Needs theory highlights the importance of an individual's need for achievement, which drives them to strive for success in all aspects of life. Those with a high need for achievement are often the ones who constantly innovate and push themselves to excel. An illustrative example of this is a cricketer's son who works tirelessly to establish his own identity and reputation, rather than relying on his father's success. This innate desire to be recognized for one's own accomplishments motivates individuals to accomplish feats that may seem unattainable for others.
Individuals who prioritize the need for achievement are averse to taking risks. They find low-risk situations unchallenging and high-risk situations too reliant on chance rather than their own effort. Those with a strong desire for achievement seek constant and immediate feedback on their progress to learn, adapt, and improve regularly. This feedback allows them to gauge their proximity to their goals and adjust their approach accordingly.
Need For Power
Individuals with this personality type are known to be high achievers who prefer working independently. They value a hierarchical structure because it promotes individual success. They tend to avoid collaboration as they feel it may give others an advantage over them. For these individuals, the sense of satisfaction derived from their achievements is more important than any monetary or material rewards.
Individuals with a strong desire for power are characterized by their insatiable need to enhance their reputation and self-esteem, which drives their decision-making processes. They exhibit a thirst for authority over others and are willing to take significant risks in pursuit of personal glory. Their craving for control is a manifestation of their specific need for personal power, which compels them to influence the decisions of others to align with their own wants and needs. They prioritize their own ideas and perspectives above all else, seeking to persuade others to accept their viewpoint.
Individuals with a high need for power are often considered ideal for leadership and management roles due to their ability to showcase their skills as strong leaders. However, these individuals may struggle with collaboration, instead choosing to prioritize personal prestige even if it means resorting to unethical tactics. There are two distinct categories of individuals with a high need for power.
He values the rules and regulations set by the organization and strives to maintain order and structure. He believes in the power of teamwork and works towards achieving success together as a unit.
Need For Affiliation
Psychologist David's Learned Needs Theory identifies the need for affiliation as an individual's strong desire for interpersonal and social relationships. Unlike the need for achievement, where performance is the main focus, the need for affiliation emphasizes social acceptance.
Individuals who possess a strong need for affiliation tend to thrive in collaborative environments and are not fond of working independently. They prioritize social interaction and value maintaining relationships with their peers. Their desire to be accepted and well-liked by others often leads them to prioritize teamwork over personal achievement. These individuals generally prefer to stick to established norms and routines, as they fear the potential rejection that may come with change.
According to the need theory, individuals who have a strong need for affiliation tend to steer clear of situations that are uncertain or high-risk. In the workplace, they typically follow established rules and norms, taking a cautious approach and avoiding situations that involve too much uncertainty or risk.
People with a high need for affiliation are often well-suited for roles that involve frequent social interaction, such as customer service or client-facing positions.
Using McClelland’s theory of needs
Organizations can effectively manage their teams by utilizing David McClelland's motivation needs theory, which is based on life experiences. This theory assists in identifying the individual needs of team members and understanding the primary motivators within the team. By doing so, management can establish goals, provide feedback, and reward team members, ultimately leading to efficient team management. Additionally, the human resources department can use this theory to match candidates with various job descriptions. To apply McClelland's motivation needs theory, follow a two-step process.
Step 1: Identify the motivational needs of the team
To effectively manage a team working on important projects, it's crucial for management to understand what motivates each team member. By examining their past actions and personality traits, managers can easily identify three key needs that drive team members: achievement, power, and affiliation. Those who are constantly driven to innovate and find success fall under the need for achievement, while those with dominant personalities who seek to lead others as per their wishes are categorized under the need for power. Finally, those who excel at managing conflicts and have a high need for social relationships fall under the need for affiliation.
Step 2: Approaching team members according to their need type
With a clear understanding of each team member's needs, the manager can effectively allocate projects that align with their motivations. Those driven by affiliation may be better suited for simpler projects, while individuals with a desire for power may excel with more challenging assignments. For those who value achievement, innovative and ambitious projects can help them attain their desired success.
Understanding team members' needs and providing feedback are crucial steps for any organization to monitor and motivate their workforce. Additionally, identifying an individual's specific needs can help them focus on areas for personal growth and development.
Comparative Theories
While McClelland's theory focuses on the needs for achievement, power, and affiliation, Sirota's Three-Factor Theory explores the needs for equity, achievement, and camaraderie. Despite their similarities in explaining human needs, the two theories diverge in their emphasis on different types of needs.
Sirota's theory suggests that employees initially have motivation when starting a new job, but certain circumstances can lead to a loss of motivation over time. In contrast, McClelland's theory highlights the importance of specific motivators that are unique to an individual's life experiences in order to enhance performance.
