One of McClelland’s most well known theories is that human motivation, is dominated by three needs. McClelland's theory, sometimes referred to as the three need theory or as the learned needs theory, categorises the needs as follows;
the need for achievement ( N-Ach),
the need for power ( N-Pow) and
the need for affiliation ( N-Affil).
The importance of each of these needs will vary from one person to another. If you can determine the importance of each of these needs to an individual, it will help you decide how to influence that individual.
McClelland asserted that a person’s needs are influenced by their cultural background and life experiences. He also asserted that the majority of these needs can be classified as the needs for affiliation, achievement or power. A person’s motivation and effectiveness can be increased through an environment, which provides them with their ideal mix of each of the three needs (N-Ach, N-Pow and/or N-Affil).
The need for affiliation (N-Affil);
This is the need for friendly relationships and human interaction. There is a need “to feel liked” and “accepted” by others. A person with a high need for affiliation is likely to be a team player and thrive in a customer services environment. They will perform best in a co-operative environment. McClelland said that a strong need for affiliation will interfere with a manager’s objectivity. The “need to be liked” will affect a manager’s decisions, prompting them to make decisions to increase their popularity rather than furthering the interests of the organisation.
The need for power (N-Pow);
This is the need to lead others and make an impact.
This need can exhibit itself in two ways. The first which is the need for personal power may be viewed as undesirable as the person simply needs to feel that they have “power over others”. They don’t have to be effective or further the objectives of their employer.
The second type of “need for power” is the need for institutional power. People with the need for institutional power; want to direct the efforts of their team, to further the objectives of their organisation.
The need for achievement (N-Ach);
This is the need to achieve, excel and succeed. A person with this type of need, will set goals that are challenging but realistic. The goals have to be challenging so that the person can feel a sense of achievement. However the goals also have to be realistic as the person believes that when a goal is unrealistic, its achievement is dependant on chance rather than personal skill or contribution. This type of person prefers to work alone or with other high achievers. They do not need praise or recognition, achievement of the task is their reward.
A person with a “need for achievement” (N-Ach) needs regular job-related feedback so that they can review their progress and achievement. Feedback includes advancement in the person’s position in the organisation. Salary scale will also be viewed as measure of progress. The amount of salary is not about increasing wealth for a person with a high need for achievement. Instead this type of person is focusing on how their level of salary symbolises their progress and achievement.
McClelland believed that people with a strong need for achievement (N-Ach), make the best leaders for a variety of reasons including setting goals, reviewing progress and continuously looking at how things can be done better. However they may “expect too much” from their team as they believe that others have the same “need for achievement” which is often not the case.
Herzberg’s motivators and hygiene factors
Herzberg’s collection of information revealed that intrinsic factors are related to job satisfaction, whilst extrinsic factors created job dissatisfaction. In other words when people felt satisfied and happy at work the conditions present were directly affecting their inner feelings and self esteem. Yet dissatisfaction was created by the job environment people worked in and the interactions within that environment. Click on the following link for a detailed list of each of the intrinsic and extrinsic factors. (Herberg)
This theory can be related to McClellands three need theory. N-Arch people are interested in intrinsic job factors such as achievement, advancement and growth. Whilst extrinsic factors are important to N-Affil individuals, extrinsic factors such as personal life and relationship with supervisor, peers and subordinates.
McGregor’s XY Theory
It is believed that achievement-motivated people are more likely to apply theory X (authoritarian management style).This is because achieving the task is their main focus. Whilst N-Affil managers are likely to apply theory Y as people’s opinion of them is important to them. N-Pow managers are believed to apply theory X because they have a need for power; either to feel personal power or to progress organisational objectives.
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