David McClelland Needs-Based Motivational Model. Acquired Needs Theory AKA – three needs theory...
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Transcript of David McClelland Needs-Based Motivational Model. Acquired Needs Theory AKA – three needs theory...
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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 individual’s specific needs are acquired over time
• shaped by one’s 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 person’s 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 one’s 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 person’s 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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Mcclelland’s 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.