Mc Clellands Achievement Motivation Theory David Mc Clellands

Mc. Clelland’s Achievement Motivation Theory David Mc. Clelland’s Three Need Model In 1940 s they have began to study three needs that motivate human behaviour- achievement, power and affiliation. He believes that people have need for all the three but people differ in the degree to which the various needs motivate their behaviour.

(i) Need for achievement (n Ach): a drive to excel, advance and grow (ii) Need for power (n Pow): a drive to influence others and situations (iii) Need for affiliation (n Aff): a drive for friendly and close interpersonal relationships.

Need for achievement (n Ach): -Mc. Clelland found that employees with high need for achievement derive satisfaction from achieving goals. Succeeding a task is important high achievers are often wealthy high achievers prefer immediate feedback undertake tasks of moderate difficulty prefer to work independently

Need for power (n Pow): - Employees with high need for power derive satisfaction from the ability to control others. People with high n power derive satisfaction from being in positions of influence and control.

Need for affiliation (n Aff): -Affiliation need (n. Aff) can be viewed as the desire to be liked and accepted by others. It is the drive to relate to people on a social basis. Individuals with a high affiliation motive strive for friendship, prefer cooperative situations rather than competitive ones, and desire relationship involving a high degree of mutual understanding.

Individuals with a high need for achievement thrive on jobs and projects that tax their skills and abilities. Such individuals are goal-oriented in their activities, seek challenge and want task relevant feedback. Individuals with high power seek to dominate, influence or have control over others. Mc. Clelland’s research revealed that managers generally score high on the need for achievement.

Theory X and Theory Y (Mc Gregor’s Participation Theory) Mc. Gregor set forth – at opposite extremes – two pairs of assumptions about human beings. First set of assumptions are known as “Theory X” and the second set of assumptions are known as “Theory Y”.

Managers with Theory X orientation make the following assumptions about people Average human being has an inherent dislike for work and will avoid it, if he can. The average human being is lazy and avoids responsibility. The average human being is indifferent to organisational goals. The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition and wants security above all. People are not very sharp and bright.

Managers with Theory Y orientation make the following assumptions about people An average human being is not by nature passive. They want to assume responsibility. They want their organization to succeed. People are capable of directing their own behaviour. They have need for achievement.

According to Mc. Gregor, this is a traditional theory where workers have to be persuaded and pushed into performance. Management can offer rewards to a worker who shows higher productivity and can punish him if performance is below standard. This is also called ‘carrot and stick’ approach to motivation. It suggests that threats of punishments and strict control are ways to control the people.