Need theory (Three Needs Theory)

The need theory, also known as three needs theory, the theory of needs, and the acquired needs theory, states that people have needs that are formed by their life experiences and that they seek to fulfill through their work. These needs fall under the categories of achievement, power, and affiliation. The theory was developed to help employers understand which needs influence each employee and to provide a guide for matching employees to positions that will meet their needs and increase their job performance.

Background

The need theory was developed by David McClelland. McClelland was an American social psychologist who won many awards for his research into the human personality. McClelland developed the need theory to assess how a person's needs motivate their efforts in life. His book The Achieving Society, published in 1961, explains his theory and how it affects not just individuals but also society, the economy, and other aspects of life.

McClelland's theory is one of a number of notions that attempt to explain how various human needs affect motivation and performance. Some other significant needs theories include the following:

Maslow's hierarchy of needs—states that people are motivated by a list of needs ranked from most important to least and that each of these needs—physical, safety, social, esteem, and self-actualization—must be met in that order before people will be motivated by anything else. This theory was developed by American psychologist Abraham Maslow.

ERG theory—states that people are motivated by needs that can be categorized as needs of existence, relatedness, and growth. This theory was developed by American psychologist Clayton Alderfer.

Two-factor theory—points to hygiene issues (the condition of the physical workplace, working conditions, salary, job safety and security, harassment, etc.) and motivators (recognition, achievement, work that is interesting and feels relevant, room for growth, etc.) as factors that create job dissatisfaction and satisfaction, respectively. This theory was developed by American psychologist Frederick Herzberg.

Overview

According to McClelland, people develop various needs as a result of their experiences in life. These needs hold the keys to determining how to motivate a person and what that person will need to be satisfied and happy in their job. McClelland placed these needs in three broad categories: needs for achievement, affiliation, and power.

People with a need for achievement (nACH) are always looking for the next goal to reach and new ways to advance or grow in their employment. Those motivated by accomplishments and achievements are often reluctant to take risks because this could result in failing to meet the goal. Instead, they will be motivated most to work on projects with at least a 50 percent chance of success where they can rely on their abilities. They are also likely to prefer working alone, since this both allows them to control more aspects of achieving their goal and to be the only one to be recognized for the achievement. Rewards such as raises, bonuses, and gifts are appreciated, but the most important thing for these employees is pride in what they have achieved.

The need for achievement can become a problem, however. Achievement-motivated employees often thrive in jobs such as sales or positions in which they can set deadlines for completing tasks or take on increasingly difficult tasks, such as problem-solving for computer technology. However, as these employees continue to achieve, they are often rewarded with promotions that eventually place them in management positions. These jobs are often less focused on accomplishments and deadlines and more focused on developing a team of subordinates. This can result in ineffective managers who prefer to accomplish tasks themselves rather than guide the accomplishments of others. They may have trouble working with people who are less motivated by achievement and may struggle with delegating tasks to others. As a result, these achievement-motivated individuals become dissatisfied with their jobs and may be ineffective managers.

Another need identified by McClelland is the need for affiliation (nAFF), or a sense of connection with others. People with a high need for affiliation enjoy working with people and developing relationships. They enjoy being seen as team players and are motivated by interactions with others and friendships with coworkers, customers, students, etc. As a result, they often satisfy that need by working as teachers, social workers, customer service personnel, retail sales, and other positions that regularly put them in contact with people.

However, much like those motivated by achievement, employees who work well with others often find themselves promoted to management positions. Like the achievement motivated, those motivated by affiliation often struggle with the resulting changes. Management positions often require them to maintain distance in their relationships with those they manage, making it difficult for those motivated by forming and sustaining relationships. They also tend to be concerned about how people feel and how people feel about them, making it hard for them to implement orders that are unpopular, to discipline those they supervise, or to offer negative feedback. This can affect their effectiveness, and, like their counterparts with a need for achievement, lead to a lack of job satisfaction.

Those with a need for power (nPOW), sometimes called a need for authority, do better as managers because they are motivated by the status, prestige, and elevated standing they can reach. They are generally less concerned with what others think and less worried about what has been done. They are motivated by what their accomplishments mean in terms of respect and stature.

This need can take two general forms. Some people seek power by trying to better the overall setting around them; they encourage others to excel so that everyone achieves greater power and negotiate deals that make an entire department or company gain prestige. Others are more concerned about personal power and glory and relish the idea of being in a position to make important decisions.

While he defined three individual categories, McClelland noted that most people have a primary need motivation but are likely to have other motivators as well. In addition, since he believed that these needs were based on life experiences, McClelland said that a person's motivating needs could change over time. McClelland also believed that people could be trained to change their motivations.

Bibliography

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McClelland, David C., and David H. Burnham. "Power Is the Great Motivator." Harvard Business Review, Jan. 2003, hbr.org/2003/01/power-is-the-great-motivator. Accessed 12 Dec. 2024.

"McClelland's Theory of Needs." NetMBA, www.netmba.com/mgmt/ob/motivation/mcclelland. Accessed 12 Dec. 2024.

"Need-Based Theories of Motivation." University of Minnesota Libraries, open.lib.umn.edu/principlesmanagement/chapter/14-3-need-based-theories-of-motivation. Accessed 12 Dec. 2024.

"Need-Based Theories of Motivation in a Workplace." Chron, smallbusiness.chron.com/needbased-theories-motivation-workplace-25442.html. Accessed 12 Dec. 2024.

Kurt, Serhat. “McClelland’s Three Needs Theory: Power, Achievement, and Affiliation.” Education Library, 17 Oct. 2022, educationlibrary.org/mcclellands-three-needs-theory-power-achievement-and-affiliation. Accessed 12 Dec. 2024.