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MCCLELLAND (1917-1998) and Motivational Needs Theory: Presented By: Tendai Maruma

David McClelland developed a human motivation theory that states people are driven by three main motivators: achievement, affiliation, or power. These motivators develop through culture and life experiences rather than being inherent. McClelland's theory can help managers identify each person's dominant motivator on their team in order to effectively motivate, lead, provide feedback, and structure roles to improve performance.

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88 views8 pages

MCCLELLAND (1917-1998) and Motivational Needs Theory: Presented By: Tendai Maruma

David McClelland developed a human motivation theory that states people are driven by three main motivators: achievement, affiliation, or power. These motivators develop through culture and life experiences rather than being inherent. McClelland's theory can help managers identify each person's dominant motivator on their team in order to effectively motivate, lead, provide feedback, and structure roles to improve performance.

Uploaded by

Buddha 2.O
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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MCCLELLAND(1917-1998)

AND MOTIVATIONAL NEEDS


THEORY
PRESENTED BY : TENDAI MARUMA
INTRODUCTION

• A DOCTOR OF PSYCHOLOGY, DAVID MCCLELLAND PIONEERED WORKPLACE


MOTIVATIONAL THINKING, DEVELOPED ACHIEVEMENT BASED MOTIVATIONAL
THEORY AND PROMOTED IMPROVEMENTS IN EMPLOYEE ASSESSMENT METHODS.
• MCCLELLAND'S HUMAN MOTIVATION THEORY STATES THAT EVERY PERSON HAS
ONE OF THREE MAIN DRIVING MOTIVATORS: THE NEEDS FOR ACHIEVEMENT,
AFFILIATION, OR POWER. THESE MOTIVATORS ARE NOT INHERENT; WE DEVELOP
THEM THROUGH OUR CULTURE AND LIFE EXPERIENCES.
UNDERSTANDING MCCLELLAND'S THEORY
• IN THE EARLY 1940S, ABRAHAM MASLOW CREATED HIS THEORY OF NEEDS . THIS IDENTIFIED THE BASIC NEEDS THAT
HUMAN BEINGS HAVE, IN ORDER OF THEIR IMPORTANCE: PHYSIOLOGICAL NEEDS, SAFETY NEEDS, AND THE NEEDS FOR
BELONGING, SELF-ESTEEM AND "SELF-ACTUALIZATION".
• LATER, DAVID MCCLELLAND BUILT ON THIS WORK IN HIS 1961 BOOK, "THE ACHIEVING SOCIETY." HE IDENTIFIED THREE
MOTIVATORS THAT HE BELIEVED WE ALL HAVE: A NEED FOR ACHIEVEMENT, A NEED FOR AFFILIATION, AND A NEED FOR
POWER. PEOPLE WILL HAVE DIFFERENT CHARACTERISTICS DEPENDING ON THEIR DOMINANT MOTIVATOR.
• ACCORDING TO MCCLELLAND, THESE MOTIVATORS ARE LEARNED (WHICH IS WHY THIS THEORY IS SOMETIMES CALLED THE
LEARNED NEEDS THEORY).
• MCCLELLAND SAYS THAT, REGARDLESS OF OUR GENDER, CULTURE, OR AGE, WE ALL HAVE THREE MOTIVATING DRIVERS,
AND ONE OF THESE WILL BE OUR DOMINANT MOTIVATING DRIVER. THIS DOMINANT MOTIVATOR IS LARGELY DEPENDENT
ON OUR CULTURE AND LIFE EXPERIENCES.
NOTE:
• THOSE WITH A STRONG POWER MOTIVATOR ARE OFTEN DIVIDED INTO TWO GROUPS: PERSONAL AND INSTITUTIONAL.
PEOPLE WITH A PERSONAL POWER DRIVE WANT TO CONTROL OTHERS, WHILE PEOPLE WITH AN INSTITUTIONAL POWER
DRIVE LIKE TO ORGANIZE THE EFFORTS OF A TEAM TO FURTHER THE COMPANY'S GOALS. AS YOU CAN PROBABLY IMAGINE,
THOSE WITH AN INSTITUTIONAL POWER NEED ARE USUALLY MORE DESIRABLE AS TEAM MEMBERS!
Dominant Motivator Characteristics of This Person

•Has a strong need to set and accomplish challenging


goals.
•Takes calculated risks to accomplish their goals.
Achievement
•Likes to receive regular feedback on their progress and
achievements.
•Often likes to work alone.

•Wants to belong to the group.


•Wants to be liked, and will often go along with
Affiliation whatever the rest of the group wants to do.
•Favors collaboration over competition.
•Doesn't like high risk or uncertainty.
•Wants to control and influence others.
•Likes to win arguments.
Power
•Enjoys competition and winning.
•Enjoys status and recognition.
USING THE THEORY
• MCCLELLAND'S THEORY CAN HELP YOU TO IDENTIFY THE DOMINANT MOTIVATORS OF PEOPLE ON YOUR
TEAM. YOU CAN THEN USE THIS INFORMATION TO INFLUENCE HOW YOU SET GOALS AND PROVIDE
FEEDBACK , AND HOW YOU MOTIVATE AND REWARD TEAM MEMBERS.
• YOU CAN ALSO USE THESE MOTIVATORS TO CRAFT, OR DESIGN, THE JOB AROUND YOUR TEAM MEMBERS,
ENSURING A BETTER FIT.
LET'S LOOK AT THE STEPS FOR USING MCCLELLAND'S THEORY:
STEP 1: IDENTIFY DRIVERS
EXAMINE YOUR TEAM TO DETERMINE WHICH OF THE THREE MOTIVATORS IS DOMINANT FOR EACH PERSON.
YOU CAN PROBABLY IDENTIFY DRIVERS BASED ON PERSONALITY AND PAST ACTIONS. FOR INSTANCE, PERHAPS
ONE OF YOUR TEAM MEMBERS ALWAYS TAKES CHARGE OF THE GROUP WHEN YOU ASSIGN A PROJECT. HE
SPEAKS UP IN MEETINGS TO PERSUADE PEOPLE, AND HE DELEGATES RESPONSIBILITIES TO OTHERS TO MEET
THE GOALS OF THE GROUP. HE LIKES TO BE IN CONTROL OF THE FINAL DELIVERABLES. THIS TEAM MEMBER IS
LIKELY PRIMARILY DRIVEN BY THE POWER. YOU MIGHT HAVE ANOTHER TEAM MEMBER WHO NEVER SPEAKS
DURING MEETINGS. SHE ALWAYS AGREES WITH THE GROUP, WORKS HARD TO MANAGE CONFLICT WHEN IT
OCCURS, AND VISIBLY BECOMES UNCOMFORTABLE WHEN YOU TALK ABOUT DOING HIGH-RISK, HIGH-REWARD
PROJECTS. THIS PERSON IS LIKELY TO HAVE A STRONG NEED FOR AFFILIATION.
WORK VERY EFFECTIVELY EITHER ALONE OR WITH OTHER HIGH ACHIEVERS. WHEN PROVIDING FEEDBACK, GIVE ACHIEVERS A FAIR
AND BALANCED APPRAISAL. THEY WANT TO KNOW WHAT THEY'RE DOING RIGHT – AND WRONG – SO THAT THEY CAN IMPROVE.

FFILIATION

PEOPLE MOTIVATED BY AFFILIATION WORK BEST IN A GROUP ENVIRONMENT, SO TRY TO INTEGRATE THEM WITH A TEAM (VERSUS
WORKING ALONE) WHENEVER POSSIBLE. THEY ALSO DON'T LIKE UNCERTAINTY AND RISK. THEREFORE, WHEN ASSIGNING PROJECTS OR
TASKS, SAVE THE RISKY ONES FOR OTHER PEOPLE. WHEN PROVIDING FEEDBACK TO THESE PEOPLE, BE PERSONAL. IT'S STILL
IMPORTANT TO GIVE BALANCED FEEDBACK, BUT IF YOU START YOUR APPRAISAL BY EMPHASIZING THEIR GOOD WORKING
RELATIONSHIP AND YOUR TRUST IN THEM, THEY'LL LIKELY BE MORE OPEN TO WHAT YOU SAY. REMEMBER THAT THESE PEOPLE OFTEN
DON'T WANT TO STAND OUT, SO IT MIGHT BE BEST TO PRAISE THEM IN PRIVATE RATHER THAN IN FRONT OF OTHERS.

OWER

THOSE WITH A HIGH NEED FOR POWER WORK BEST WHEN THEY'RE IN CHARGE. BECAUSE THEY ENJOY COMPETITION, THEY DO WELL
WITH GOAL-ORIENTED PROJECTS OR TASKS. THEY MAY ALSO BE VERY EFFECTIVE IN NEGOTIATIONS OR IN SITUATIONS IN WHICH
ANOTHER PARTY MUST BE CONVINCED OF AN IDEA OR GOAL. WHEN PROVIDING FEEDBACK, BE DIRECT WITH THESE TEAM MEMBERS.
AND KEEP THEM MOTIVATED BY HELPING THEM FURTHER THEIR CAREER GOALS .

OMPARATIVE THEORIES

MCCLELLAND'S THEORY OF NEEDS IS NOT THE ONLY THEORY ABOUT WORKER MOTIVATION. SIROTA'S THREE-FACTOR THEORY ALSO
PRESENTS THREE MOTIVATING FACTORS THAT WORKERS NEED TO STAY MOTIVATED AND EXCITED ABOUT WHAT THEY'RE DOING:
EQUITY/FAIRNESS, ACHIEVEMENT, AND CAMARADERIE. SIROTA'S THEORY STATES THAT WE ALL START A NEW JOB WITH LOTS OF
ENTHUSIASM AND MOTIVATION TO DO WELL. BUT OVER TIME, DUE TO BAD COMPANY POLICIES AND POOR WORK CONDITIONS, MANY
OF US LOSE OUR MOTIVATION AND EXCITEMENT. THIS IS DIFFERENT FROM MCCLELLAND'S THEORY, WHICH STATES THAT WE ALL HAVE
ONE DOMINANT MOTIVATOR THAT MOVES US FORWARD, AND THIS MOTIVATOR IS BASED ON OUR CULTURE AND LIFE EXPERIENCES. USE
YOUR BEST JUDGMENT WHEN MOTIVATING AND ENGAGING YOUR TEAM. UNDERSTANDING A VARIETY OF MOTIVATIONAL THEORIES
WILL HELP YOU DECIDE WHICH APPROACH IS BEST IN ANY GIVEN SITUATION.
KEY POINTS
• MCCLELLAND'S HUMAN MOTIVATION THEORY STATES THAT EVERY PERSON HAS ONE OF THREE
MAIN DRIVING MOTIVATORS: THE NEEDS FOR ACHIEVEMENT, AFFILIATION, OR POWER. THESE
MOTIVATORS ARE NOT INHERENT; WE DEVELOP THEM THROUGH OUR CULTURE AND LIFE
EXPERIENCES.
• ACHIEVERS LIKE TO SOLVE PROBLEMS AND ACHIEVE GOALS. THOSE WITH A STRONG NEED FOR
AFFILIATION DON'T LIKE TO STAND OUT OR TAKE RISK, AND THEY VALUE RELATIONSHIPS ABOVE
ANYTHING ELSE. THOSE WITH A STRONG POWER MOTIVATOR LIKE TO CONTROL OTHERS AND BE IN
CHARGE.
• YOU CAN USE THIS INFORMATION TO LEAD, PRAISE, AND MOTIVATE YOUR TEAM MORE
EFFECTIVELY, AND TO BETTER STRUCTURE YOUR TEAM'S ROLES.
• MCCLELLAND STATED THAT THESE THREE NEEDS ARE FOUND TO VARYING DEGREES IN ALL
WORKERS AND MANAGERS. THE MIX OF MOTIVATIONAL NEEDS CHARACTERIZES A PERSON’S OR
MANAGER’S BEHAVIOR BOTH IN TERMS OF WHAT MOTIVATES THEM AND HOW THEY BELIEVE OTHER
PEOPLE SHOULD BE MOTIVATED. MCCLELLAND FIRMLY BELIEVED THAT ACHIEVEMENT MOTIVATED
PEOPLE ARE GENERALLY THE ONE WHO MAKE THINGS HAPPEN AND GET RESULTS. HOWEVER THEY
CAN DEMAND TOO MUCH OF THEIR STAFF IN THE ACHIEVEMENT OF TARGETS AND PRIORITIZE THIS
ABOVE THE MANY AND VARIED NEEDS.

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