HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

Salary
Relationship
Working conditions
Figure 12.4 Herzbergs motivation/hygiene factors (Adpoted from White, M. (1981); Management 1 vol. 1, Study course 300, the
CII Tuition service, p. 2/6).
v)
Mclelland Needs Theory of Motivation.
In the 1960s and 70s David McClelland has examined very closely differences between individual
unlike other psychologists who have studied common factors in human motivation. He
contributed to the understanding by identifying three types of basic motivating needs. According
to koontz and Weirich (1993) McClelland classified these basic motivating needs as the need
for power (n/PWR), need for affiliation (n/AFF), and need for achievement (n/ACH). All three
drives or motives – power, affiliation and achievement – are of particular relevance to
management, since all must be recognized to make an organization work well.
According to McClelland the best managers also have a high desire for power-power in the sense
of a concern to influence and shape people and events in the direction they considered right and
best. Of interest is the discovery that managers with a high need for achievement and power
tended among other things:
(i) To be interested in excellence for its own sake
(ii) Not to work harder when money was the sole reward
(iii) To judge situations on the basis of opportunities for excellence rather than
prestige
.
Perhaps the most interesting of McClelland’s insight was that authoritarian managers (i.e. in the
mode of McGregor’s Theory X) tended to have subordinates with how need for achievement.
Managers of staff or employees with a high need for achievement tended to manage differently;
setting high standards certainly, but also fostering an encouraging and supportive atmosphere and
not being directive in telling staff exactly what to do.
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