McClelland's Theory of Needs Motivation
McClelland's theory of needs (McClelland's Theory of needs) developed by David McClelland and his colleagues. This theory focuses on three needs namely achievement needs (need for achievement), power requirements (need for power), and relationship needs (need for affiliation).
McClelland's Theory of Needs concept
McClelland's theory of needs states that achievement, power / strength and relationship are the three important needs that help explain motivation. The need for achievement is an encouragement to exceed, to achieve the standards, and strive to succeed. Power needs can make others behave in a way that they will not behave otherwise, and needs a desire interpersonal relationships and familiar environment friendly organization.
How does this affect the needs of Conduct?
McClelland explained that each individual has a strong drive to succeed. This impulse directs the individual to fight harder to obtain than personal achievement awarded. This then causes it to do something more efficiently than ever before. The first thrust can be called as the need for achievement nach.
The need strength (nPow) is the desire to have influence, be influential, and controlling other individuals. In plain language, this is the need for power and autonomy. Individuals with high nPow, would rather be responsible, striving to influence another individual, happy to be placed in a competitive situation, and status-oriented, and more likely to be more concerned with prestige and influence than the obtained effective performance.
The third requirement is the need to obtain Naff good social relations in the work environment. This requirement is characterized by having a high motive for friendship, prefer cooperative situations (than competitive), and want the relationships involving a high degree of mutual understanding. McClelland said that most people have and show a combination of these three characteristics, and these differences also affect how a person behaves style.
Achievement motivation (n-Acc)
People who have a high need for achievement does not necessarily make someone a good manager, especially in large organizations. This is because people who have a high n-Acc tend to be attracted to how they work in private, and will not affect other workers to work well. In other words, a high n-Acc better suited to work as an entrepreneur, or arrange a free unit in a large organization (1).
Individuals with a high need for achievement are very motivated to compete and challenging work. They are looking for promotion opportunities at work. They have a strong desire for feedback on their performance. People like to try to get satisfaction in doing things better. High achievement is directly related to high performance (3)
Motivational power (n-Pow)
Individuals who are motivated by power have a strong desire to be influential and controlling. They want the views and ideas they need to dominate and as such, they want to lead. Individuals are motivated by the need for reputation and self-esteem. Individuals with powers and greater authority would be better than those who have less power. Generally, managers with a high need for power manager turns into a more efficient and successful. They are more diligent and loyal to the organization they work for. Need for power should not always be taken negatively. It can be viewed as the need to have a positive effect on the organization and to support the organization in achieving that goal (3)
Motivation relationship / affiliation (n-Aff)
Individuals who are motivated by the urge for affiliate has a friendly and supportive environment. The individual who performs effectively in teams. People want to be liked by others. The ability of managers to make decisions hampered if they have a high need for affiliation because they prefer to be accepted and liked by others, and this weakens their objectivity. Individuals who have a high need for affiliation prefer to work in an environment that provides greater personal interaction. Such people have a need to be in the good books of all. They generally can not be a good leader (3)
People who have a need for power (n-Pow) and the need for affiliation (n-Aff) has associated with good managerial success. A manager who managed to have a high n-Pow and low n-Aff. However, employees who have a strong n-aff the need for affiliation can damage a manager's objectivity, because of their need to be liked, and this condition affects the ability of a manager's decision making. On the other hand, strong n-pow or the need for power will produce a work ethic and commitment to the organization, and individuals with high nPow more interested in leadership roles and have the possibility to not be flexible to the needs of subordinates. And terkakhir, the high n-ach is motivation on achieving more focused on achievement or results (2).
Support Research
Harrell and Stahl (1984) examined the relationship between the need for achievement, power, and need for affiliation with a professional job satisfaction in employees. The findings of the study found that for partners and managers, need for affiliation is negatively correlated with job satisfaction. For partners and managers, inspection / junior level tax specialists and junior level management consultants, power needs to be positively correlated with job satisfaction. Job satisfaction is positively correlated with the intention to remain with their current company for all three categories. The need for achievement is positively correlated with hours worked for the examiner / junior level tax specialists, and the assessment of corporate performance for partners and managers and audit / tax specialist junior level. The results showed that McClelland's theory, which has never been applied to determine job satisfaction, may provide a conceptual explanation of why some people experience relatively high job satisfaction in an environment where they experienced a similar job with relatively low job satisfaction (4)
Lilly, Duffy & Virick, M (2006) found that the need McClelland acted as antecedents of work-family conflict, and that they have different effects on work-family conflict for men and women. (5). Moberg, CR, Leasher, M (2011) in his research found that salespeople from Western cultures are more motivated by a need for achievement, relationships, and power than the salesman of Eastern culture. (6).
Final conclusion
McClelland's motivational needs theory is one theory that is widely motivation. This theory is a theory of needs Maslow's hierarchy of needs in addition to theory, ERG, and Herzberg's two-factor theory. According to Robbins and Judge (2007: 260), of the four theories of motivation needs, McClelland's theory is the theory most widely mendapatakan support primarily related to the achievement and productivity.
References
(1) http://www.businessballs.com/davidmcclelland.htm
(2) http://www.managementstudyguide.com/mcclellands-theory-of-needs.htm
(3) Harrell, AM / Stahl, MJ (1984): McClelland's Trichotomy of Needs Theory and the Job Satisfaction and Work Performance of CPA Firm Professionals. Accounting, Organizations and Society. Volume 9, Issues 3-4, 1984, Pages 241-252
(4) Lilly, J, D., Duffy, JA, Virick, M (2006) "A gender-sensitive study of McClelland's needs, stress, and turnover intent with work-family conflict", Women in Management Review, Vol. 21 Iss: 8, pp.662 - 680 (abstract) http://www.emeraldinsight.com
(5) Moberg, CR, Leasher, M (2011) "Examining the differences in salesperson motivation Among different cultures", American Journal of Business, Vol. 26 Iss: 2, pp.145 - 160 (abstract) from http://www.emeraldinsight.com...
McClelland's theory of needs (McClelland's Theory of needs) developed by David McClelland and his colleagues. This theory focuses on three needs namely achievement needs (need for achievement), power requirements (need for power), and relationship needs (need for affiliation).
McClelland's Theory of Needs concept
McClelland's theory of needs states that achievement, power / strength and relationship are the three important needs that help explain motivation. The need for achievement is an encouragement to exceed, to achieve the standards, and strive to succeed. Power needs can make others behave in a way that they will not behave otherwise, and needs a desire interpersonal relationships and familiar environment friendly organization.
How does this affect the needs of Conduct?
McClelland explained that each individual has a strong drive to succeed. This impulse directs the individual to fight harder to obtain than personal achievement awarded. This then causes it to do something more efficiently than ever before. The first thrust can be called as the need for achievement nach.
The need strength (nPow) is the desire to have influence, be influential, and controlling other individuals. In plain language, this is the need for power and autonomy. Individuals with high nPow, would rather be responsible, striving to influence another individual, happy to be placed in a competitive situation, and status-oriented, and more likely to be more concerned with prestige and influence than the obtained effective performance.
The third requirement is the need to obtain Naff good social relations in the work environment. This requirement is characterized by having a high motive for friendship, prefer cooperative situations (than competitive), and want the relationships involving a high degree of mutual understanding. McClelland said that most people have and show a combination of these three characteristics, and these differences also affect how a person behaves style.
Achievement motivation (n-Acc)
People who have a high need for achievement does not necessarily make someone a good manager, especially in large organizations. This is because people who have a high n-Acc tend to be attracted to how they work in private, and will not affect other workers to work well. In other words, a high n-Acc better suited to work as an entrepreneur, or arrange a free unit in a large organization (1).
Individuals with a high need for achievement are very motivated to compete and challenging work. They are looking for promotion opportunities at work. They have a strong desire for feedback on their performance. People like to try to get satisfaction in doing things better. High achievement is directly related to high performance (3)
Motivational power (n-Pow)
Individuals who are motivated by power have a strong desire to be influential and controlling. They want the views and ideas they need to dominate and as such, they want to lead. Individuals are motivated by the need for reputation and self-esteem. Individuals with powers and greater authority would be better than those who have less power. Generally, managers with a high need for power manager turns into a more efficient and successful. They are more diligent and loyal to the organization they work for. Need for power should not always be taken negatively. It can be viewed as the need to have a positive effect on the organization and to support the organization in achieving that goal (3)
Motivation relationship / affiliation (n-Aff)
Individuals who are motivated by the urge for affiliate has a friendly and supportive environment. The individual who performs effectively in teams. People want to be liked by others. The ability of managers to make decisions hampered if they have a high need for affiliation because they prefer to be accepted and liked by others, and this weakens their objectivity. Individuals who have a high need for affiliation prefer to work in an environment that provides greater personal interaction. Such people have a need to be in the good books of all. They generally can not be a good leader (3)
People who have a need for power (n-Pow) and the need for affiliation (n-Aff) has associated with good managerial success. A manager who managed to have a high n-Pow and low n-Aff. However, employees who have a strong n-aff the need for affiliation can damage a manager's objectivity, because of their need to be liked, and this condition affects the ability of a manager's decision making. On the other hand, strong n-pow or the need for power will produce a work ethic and commitment to the organization, and individuals with high nPow more interested in leadership roles and have the possibility to not be flexible to the needs of subordinates. And terkakhir, the high n-ach is motivation on achieving more focused on achievement or results (2).
Support Research
Harrell and Stahl (1984) examined the relationship between the need for achievement, power, and need for affiliation with a professional job satisfaction in employees. The findings of the study found that for partners and managers, need for affiliation is negatively correlated with job satisfaction. For partners and managers, inspection / junior level tax specialists and junior level management consultants, power needs to be positively correlated with job satisfaction. Job satisfaction is positively correlated with the intention to remain with their current company for all three categories. The need for achievement is positively correlated with hours worked for the examiner / junior level tax specialists, and the assessment of corporate performance for partners and managers and audit / tax specialist junior level. The results showed that McClelland's theory, which has never been applied to determine job satisfaction, may provide a conceptual explanation of why some people experience relatively high job satisfaction in an environment where they experienced a similar job with relatively low job satisfaction (4)
Lilly, Duffy & Virick, M (2006) found that the need McClelland acted as antecedents of work-family conflict, and that they have different effects on work-family conflict for men and women. (5). Moberg, CR, Leasher, M (2011) in his research found that salespeople from Western cultures are more motivated by a need for achievement, relationships, and power than the salesman of Eastern culture. (6).
Final conclusion
McClelland's motivational needs theory is one theory that is widely motivation. This theory is a theory of needs Maslow's hierarchy of needs in addition to theory, ERG, and Herzberg's two-factor theory. According to Robbins and Judge (2007: 260), of the four theories of motivation needs, McClelland's theory is the theory most widely mendapatakan support primarily related to the achievement and productivity.
References
(1) http://www.businessballs.com/davidmcclelland.htm
(2) http://www.managementstudyguide.com/mcclellands-theory-of-needs.htm
(3) Harrell, AM / Stahl, MJ (1984): McClelland's Trichotomy of Needs Theory and the Job Satisfaction and Work Performance of CPA Firm Professionals. Accounting, Organizations and Society. Volume 9, Issues 3-4, 1984, Pages 241-252
(4) Lilly, J, D., Duffy, JA, Virick, M (2006) "A gender-sensitive study of McClelland's needs, stress, and turnover intent with work-family conflict", Women in Management Review, Vol. 21 Iss: 8, pp.662 - 680 (abstract) http://www.emeraldinsight.com
(5) Moberg, CR, Leasher, M (2011) "Examining the differences in salesperson motivation Among different cultures", American Journal of Business, Vol. 26 Iss: 2, pp.145 - 160 (abstract) from http://www.emeraldinsight.com...