Motivation Concept Table and Analysis
Certain factors influence the performance of every individual. Therefore, it is the responsibility of each person to find out what motivates them to do certain things. An individual’s personal drive should always be examined to have positive results when it comes to working or enforcing the daily responsibilities.
Motivation
Motivation involves internal or external factors that make people committed to a role, job or particular responsibility. Motivation results when the conscious and the unconscious factors intersect. The factors that influence motivation include the intensity of desire or need, direction, persistence, reward value of the goal and the expectations of a particular individual as well as the people around him (Redmon, 2015). Direction refers to the quality of the efforts while persistence is simply how long an employee can maintain their effort.
The process of motivation is goal-directed and is not observable. According to Reeve (2014), it is mysterious and private. In other words, it a very personal process that is specific to every individual. One needs time and dedication to understanding this process. Various theories have been developed to help explain what motivates different people and institutions. The table below gives a summary of them with the essay giving a detailed description of the McClelland’s need theory.
The McClelland’s Needs Theory
David McClelland was a physiologist (Reeve, 2014). He proposed the need theory, which is a motivational model that describes the need for achievement, affiliation, and power. The development of the model happened in the 1960s right after the Maslow’s hierarchical needs was formulated in the 1940s (Redmon, 2015). The theory is mostly applicable in the managerial classes; it is not influenced by sex or culture. An individual’s need for achievement, power, and affiliation shapes one’s life experience over time. These three needs influence a person’s effectiveness in any job or activity. Other names that are used to refer to the McClelland’s theory of needs are the Three Need Theory, or the Learned Needs Theory.
Analysis
Need for achievement
Need for Achievement individuals undertake tasks that are moderate and which have a 50 percent chance of succeeding. These individuals have a tendency of avoiding both high-risk and low-risk situations. While they view low-risk situations as too easy to be authentic, they relate succeeding in the high-risk situations as pure luck and not personal effort. Therefore, it is important to note that the need for achievement individuals are motivated by succeeding in the workplace. These individuals associate with high achievers or prefer to work alone altogether. They ask for regular feedbacks to keep track of the progress of their various achievements (Redmon, 2015).
Need for power
Need for power is either institutional or individual. A person who is in need of personal power is interested in controlling others, competition, status recognition and winning arguments, something considered undesirable. Social power directs at seeking to organize the efforts of other people for the sake of the success of the particular institution. It is obvious that a leader who is more concerned with institution power is more efficient than the one focused on individual power. Individuals in this category need to have a high value on discipline.
Need for Affiliation
This group of people is motivated by the need for harmonious relationships with other people and the need for acceptance. The group is comprised of people who prefer work that involves a lot of personal interaction. Work that is based on customer service and client relation is their primary field. The person in this group has a desire to be accepted and loved and can typically fail to change the norms of their workplace for the fear of being rejected by others. They also do not like situations with high risk, and their drive is mainly based on collaboration rather than competition.
The McClelland’s needs theory can be applied by managers in making better decisions by examining the employers and employees characteristics in their various positions. This approach emphasizes the need to understand and accurately place the right people in the right positions. Consequently, productivity will be increased and the possibility of losses reduced. Take an example of a receptionist; it will not be right for management to place a person with a high need for achievement type of personality (nAch) in that vacancy. Instead, an individual with the need for affiliation (nAff) is appropriate. Similarly, individuals with need for power (nPow) should be given leadership roles. The groups together with those who are nAff complement each other so well thus presenting a situation where the groups of people work together with each accomplishing their goals.
The McClelland’s needs theory is not desirable for the public sector. The public sector is usually motivated by stability, teamwork and job security. From the list of wants, the individuals seem to have a high need for affiliation and low need for achievement and power. It, therefore, becomes hard for the nAch to fit in unless they are trained. As a result, the environment has less competition as the individuals do not like challenging responsibilities. In the service industry, for example, a hotel, the model is not highly applicable as this sector is more concerned with affiliation and achievement rather than the power. The management is inclined to being fair to the employees so that they can provide good service to the customers.
There is the need to develop and create new theoretical models of motivation in today's changing work environment. The theory by McClelland was formulated in a different era, and as times change, the motivation factors in the workplace change. In the example of the public sector, a model that concentrates mainly on the need for affiliation should be adopted. This is because the people working in this environment are low on need for power and achievement. As for the hotel, a model that emphasizes on affiliation and need for control should be developed. This is because for such a business to have a high achievement, a high need for power management is needed.
Failing to adjust or create new theoretical models of motivation will ensure that the same old results are achieved. As time is changing, so should the models used to describe motivation. Training programs need to be put in place for the managers to improve achievement performance. It is also important to note that the three factors are not the only factors that describe what drives people to become entrepreneurs. Lack of the predictive power of the model makes it somehow irrelevant in the industries mentioned.
The motivation models have a significant role when it comes to personal satisfaction and productivity. As long as the management is careful in position the right people in the right places, then, high productivity will be achieved. Taking an example, a person who has a high need for power personality type will not be comfortable if working in an environment where affairs are not properly managed. This individual will tend to conflict with the leadership especially when their opinion is not considered. Similarly, a high need for achievement individual will not be comfortable in a reception as he/ she is not seeking approval or sense of belonging. Productivity and satisfaction are therefore critical when it comes to considering which motivation model to adopt.
In conclusion, the McClelland’s need theory gives an elaborate description of what motivates people. Factors such as the need for power, achievement and affiliation play a significant role in determining what motivates an individual to behave the way they do in their place of work. However, models that cater for all fields of work should be applied to have even better performance. All in all, the McClelland’s theory is a good model as compared to the Maslow’s Hierarchy of Needs theory and the Alderfer's ERG Theory.
References
Redmon, B. F. (2015, September 7). Needs Theories. Retrieved January 25, 2016, from Confluence: https://wikispaces.psu.edu/display/PSYCH484/2.+Need+Theories
Reeve, J. (2014).Emotion, Understanding and Motivation. 6th ed. Hoboken, NJ: WILEY-George Hoffman.
