Acquired needs theory

Acquired needs theory
See also
Motivation Ability to work in a team Corporate policy Internal motivation Professional values Role of employees Group norms Atmosphere at work Negative motivation

Acquired need theory - otherwise known as Three Need Theory, presented by American psychologist David McClelland, is a pattern which tries to show how the need for power, achievement, and affiliation impact activity of people from higher levels in organizations such as managerial. The inspiration for the theory was the list of motives and needs created by Henry Murray. This theory was created in the 1960s, almost twenty years after Abraham Maslow created a needs hierarchy. The author of the theory stated that human needs are shaped as time passes. David McClelland grouped managers into three categories:

• a senior manager will have a powerful need for power,
• middle level, and front line manager need for achievement,
• people with a need for affiliation prefer to be part of a group responsible for some kind of task (D. McClelland, D. Bumham 1997).

Need for power

Manifests, among other things, in the need to influence other people, change situations, happenings, and employees. The need for power concerns interpersonal relations because it includes situations between for example senior manager and front line manager. Managers belonging to this category are called institutional managers. Power motivation is on a high level for them, but affiliation is low. This managers care about organization power and use it to help their workers to be more effective and productive. According to McClelland, top managers have a very high need for power. More precisely this power is based on relationships between employees and stimulate them to be better at their work. These managers focus not only on their goals but primarily on the goals of the organization. They want to be useful for companies. This description concerns the positive idea of the need for power which is opposite to imperial power. McClelland clearly distinguishes socialized power form individualized power. The first can have a positive impact on organizations and employees, and the second can ruin it. Moreover, managers and people generally in this category like work in places where discipline is at a high level. They are also practical, frank, open and enjoy participating in the conversations (D. L. Nelson, J. C. Quick 2013, p. 159).

Need for achievement

People with a high need for achievement are satisfied with their jobs and are more productive and effective when they face challenges. Managers in this category avoid high and low-risk situations. In the first case, it is not so important to them because it seems too simple. In the second case, the goals achieved with high risk from their perspective seem to be lucky and not personal success achieved. These managers concentrate on personal development. Systematic feedback is very important to them because in this way they can observe their achievements. This person is motivated by the challenges he achieves in the organization and the possibility of promotion to higher positions. Such managers have a positive impact on organizations because together with the need for achievement they increase the company's income. Managers with a strong need for achievement take moderate risks and they are fully involved in their work when the goal has been set (R. Rybnicek, S. Bergner, A. Gutschelhofer 2017, p. 445-447).

Need for affiliation

People with a high need for affiliation prefer cooperation rather than competition and they find themselves uncomfortable in uncertain situations and requiring risky decisions. They want a positive and natural relationship with other employees and want to be noticed and appreciated by others. These people like to be a part of the group and do not propose changes because they are afraid of rejection. Typically there are a small number of affiliative managers but sometimes such managers occur and they want to ensure good conditions for everyone what often causes underestimating achievements and not focusing on the goals of the organization. They feel good at work that requires contact with the client and interaction with colleagues (D. McClelland, D. Bumham 1997).

Examples of Acquired needs theory

• Power: A manager who always wants to be in control of their team and every decision within their team can be seen as an example of a need for power.
• Achievement: An accountant who strives to be the best in their field is an example of the need for achievement.
• Affiliation: A supervisor who always tries to keep their team together and united is an example of the need for affiliation.
• A CEO who is constantly pushing for higher profits is an example of the need for power.
• A salesperson who sets high goals for themselves and is always trying to beat their own records is an example of the need for achievement.
• A manager who is always trying to build relationships with their team and create a sense of camaraderie is an example of the need for affiliation.

Advantages of Acquired needs theory

• Acquired need theory provides an effective way of understanding the behavior of individuals in organizations.
• The theory helps to explain why people have different motivations and what drives their behavior.
• It provides valuable insights into the dynamics of power, achievement, and affiliation in organizations.
• It helps to identify the needs of individuals and how they can be addressed in order to increase productivity and motivation.
• It also helps to identify the most effective management styles that can be adapted to each individual's needs.
• It can be used to identify the best ways to motivate and reward employees for their efforts.
• It can be applied to different types of organizations, from large corporations to small businesses.

Limitations of Acquired needs theory

• The Acquired needs theory may be too simplistic; it does not take into account other factors, such as environmental influences or social factors, which may affect a person's behavior and how they interact with others.
• Also, the theory does not account for individual differences in needs and motives, or for how these needs may change over time.
• The theory fails to explain how power, achievement, and affiliation interact and affect one another, as well as how they may be moderated by other factors.
• Due to the lack of empirical evidence, it is difficult to draw definitive conclusions from the model.
• The Acquired needs theory can be seen as a static model, which does not recognize the dynamic nature of an individual’s needs, goals, and motivations.
• It is also limited in its application to organizations, as the model may not be applicable to all types of organizations.

Other approaches related to Acquired needs theory

• Need achievement theory is an approach related to Acquired Needs Theory, which states that the need for achievement effects motivation and performance of individuals. It suggests that motivation comes from the desire to reach success, and to perform better than those around them.
• Self-determination theory is the approach that posits that people are motivated by having autonomy, competence, and relatedness in their environment. It suggests that in order for individuals to reach their full potential, they must have an environment that allows for these elements.
• Goal setting theory is another approach related to Acquired Need Theory. It suggests that individuals set goals for themselves, and that this can act as a motivator in achieving their desired outcomes.
• Expectancy theory is the idea that people are motivated by the expected outcomes of their actions. It suggests that individuals are motivated by the expectation of a certain outcome, and that this expectation is what drives them to pursue their goals.

In summary, Acquired Needs Theory is related to other approaches such as Need Achievement Theory, Self-determination Theory, Goal Setting Theory, and Expectancy Theory. All of these approaches suggest that individuals are motivated by different needs and expectations, and that they can use these to achieve their desired outcomes.

References

• David McClelland (1917-1998) (2019) https://psychology.fas.harvard.edu/people/david-mcclelland, Harvard University, Department of Psychology,
• McClelland D. and Burnham D. (1977) Power is the Great Motivator, Harvard Business Review,
• Nelson D. L., Campbell Quick J. (2013) Organizational Behavior: Science, The Real World, and You,
• Rybnicek R., Bergner S., Gutschelhofer A. (2017) How individual needs influence motivation effects: a neuroscientific study on McClelland’s need theory.

Author: Bartłomiej Pająk