- Added by BRIAN FRANCIS REDMOND, last edited by los5171@psu.edu on Feb 03, 2013 (view change)
Needs Theories Overview
David McClelland
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. McClelland contributed to
education through his instruction at Wesleyan University, Harvard, and Boston
University. He contributed to industry through McBer, the consulting
agency which he started in 1963 and which helps managers to assess and train
employees. McClelland is best known for his work on achievement
motivation models and their practical applications, namely the Thematic
Apperception Test and Need Theory. (Chapman, 2009)
McClelland's Need Theory
In his 1961
book, The Achieving Society, David McClelland identified three types of
motivational needs, on which he based a model to describe one’s style with
regard to being motivated and motivating others, depending on the different
level of needs within the individual. There are a few distinct characteristics
possessed by individuals with each need.
McClelland's Needs:
Achievement
Motivation (nACH) -
Those with a high need for achievement are attracted to situations offering
personal accountability; set challenging, yet attainable, goals for themselves;
and desire performance feedback. (Stuart-Kotze, 2009)
Authority/Power
Motivation (nPOW) -
Individuals with a need for authority and power desire to influence others, but
do not demonstrate a need to simply have control. These individuals possess
motivation and the need to increase personal status and prestige.
Affiliation
Motivation (nAFF) -
Finally, those with a need for affiliation value building strong relationships,
admire belonging to groups or organizations, and are sensitive to the needs of
others. (Stuart-Kotze, 2009) This type of person is a team player and
wants to be respected and liked.
According to
McClelland, most people possess and portray a mixture of these characteristics.
Some people display a strong bias toward a particular motivational need which,
in return, influences their behavior and influences their working/management
style. McClelland believed that those who resembled the "affiliation
motivation model" had diminished objectivity as a manager. He attributed
this weakness to their need to be accepted and liked, which can impair decision
making. A person who fits the "authority motivation model" is
more devoted to an organization, and also possesses a better work ethic. Those
who seek power within a leadership role may not even know how to get along with
others and how to compromise. Lastly, individuals who fit the "achievement
model" are more likely to be overachieving and overbearing
(Accel-team.com, 2010). These types of people prefer tasks that are
challenging and also prefer to work alone. McClelland also believed that an
individual's need grouping changes as they grow, and those who do not naturally
possess specific needs can acquire them through training and experience
(Mendenhall, Punnett & Ricks, 1995).
Figure: Distribution of Need Behaviors, Typical behaviors associated with motivational type. (Adapted from Swenson, 2000)
Research on Need
Theories
Research on McClelland's Need Theory
McClelland
used the Thematic Apperception Test (TAT) to measure motivation under the
impression that motivation was a more efficient predictor of achievement than
intelligence. In the TAT, subjects are shown pictures of ambiguous scenes and
asked to create a story based on the pictures. The theory on the TAT is that
the content of the subject's story will reveal the individual’s needs,
attitudes, and behavioral patterns. The TAT was developed during the 1930s by
American psychologists Henry Murray and Christiana D. Morgan at Harvard while
exploring the underlying force of personality. Such forces included internal
conflicts, dominant drives, interests, and motives. McClelland and his
associate created a scoring system to measure an individual’s score for each
motivational model. The score assigned can infer the types of jobs the person
is best suited for. The validity of TAT is suspect, however, as questions have
been brought forth regarding test scoring as well as TAT's true ability to
discern needs (PSU World Campus, Psych484, Lesson 2, 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.
Strengths and Weaknesses of
Need Theories
McClelland's Need Theory
David McClelland’s theory is regarded as more useful than those of Maslow and Alderfer (McClelland, 1965). 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.
Application of Need Theories
in the Workplace
McClelland's Need Theory
By
understanding and being able to effectively measure need for affiliation
(nAff), need for power (nPow), and need for achievement (nAch) characteristics
in employees, employers have the opportunity to make better decisions of which
type of employees to put in various positions. For instance, since people
with a high need for achievement have a high need for personal improvement
and success, an employee with a high nAch may not be best suited for a
receptionist position without any opportunity for advancement or growth.
Conversely, someone with a high nAff might be the perfect person for a
receptionist position. 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.
When it
comes to management, McClelland's theory can prove to be very beneficial. It is
important to realize that people are motivated differently. Some individuals
have a high need for achievement and should be given difficult and challenging
projects. Employees with a need for high achievement should be given frequent
feedback. Individuals with a high need for affiliation need to work in a
cooperative environment. They enjoy working in groups or teams and will be very
productive in those circumstances. Those who have a need for power should
be given the opportunity to manage others. In group projects the management should
deem them the leader of the group, especially with those who have a need for
affiliation. This presents a great situation that allows for two types of
people to be motivated and to work together while each accomplishing their
goals and fulfilling individual needs (NetMBA.com, 2007).
McClelland
has a high interest in those with the nACH. He finds that people with
this high need for achievement fascinating. McClelland had experimented
with people to see who belonged to which group and to what degree they may
possess more than one. The experiment involved throwing little rings and
trying to wrap the little ring around a peg. These games are
typically seen in festivals or carnivals. He noticed that those that had
the nACH were very much different from the others.
McClelland says that those with the nACH were less worried about making it
easy like the others. They didn't try to find the easiest way by standing
closer or leaning foward as far as they could just so there was an
advantage. He explanes that the nACH would try to make the game even
more challenging by standing further away or coming at it at more
difficult angles. McClelland believes there is something else going
on other than just setting goals and completing them. Some
high nACH individuals need to apply more challenge to their lives and
every time a challenge is met successfully they need a stronger more
challenging task. He calls this the "balanced challenge" and it
is use to keep the person in good shape mentally. (Chapman, 2009) This
shows why it is a good idea to know what needs a person has to properly
motivate them in the right manner and to expect that not all employees are
motivated by challenge.
Successful
entrepreneurs often rate high in nAch. Some companies have been
able to successfully grow the nAch within their workforce. General
Electric (GE) is an example of such a company. GE managers are rewarded
with praise and financial incentives for fact-based bottom-line numbers.
They are grilled on weekly and monthly results. Routinely the bottom ten
percent of managers is removed to make room for more people who strive to
achieve better performance results. (Hill & McShane, 2008, p. 322)
McClelland
suggest that the best managers have a high nPOW. McClelland says, a good
manager is one who, among other things, helps subordinates feel strong and
responsible, rewards them properly for good performance, and sees that things
are organized so that subordinates feel that they know what they should be
doing. Above all, managers should foster a strong sense of team spirit among
subordinates, of pride in working as part of a team. If a manager creates and
encourages this spirit, his or her subordinates certainly should perform
better. People with high nACH typically do not find the same type of
success in management. McClelland says, "There is no reason on
theoretical grounds why a person who has a strong need to be more efficient
should make a good manager. While it sounds as if everyone ought to have the
need to achieve, in fact, as psychologists define and measure achievement
motivation, the need to achieve leads people to behave in ways that do not
necessarily engender good management. For one thing, because they focus on
personal improvement, achievement-motivated people want to do things
themselves. For another, they want concrete short-term feedback on their
performance so that they can tell how well they are doing. Yet managers,
particularly in large, complex organizations, cannot perform by themselves all
the tasks necessary for success. They must manage others to perform for the
organization. And they must be willing to do without immediate and personal
feedback since tasks are spread among many people."
