UNIVERSITY OF CEBU LAPU-LAPU AND MANDAUE CAMPUS

COLLEGE OF BUSINESS ADMINISTRATION

HUMAN BEHAVIOR IN ORGANIZATION

NAME:Mathew Emanuel V. Lumapas

Acquired Needs Theory

ASSIGNED TOPIC

CONTENT AND DISCUSSION:

Psychologist David McClelland

An expert in human motivation, David McClelland joined the Harvard faculty in

1956, where he taught and conducted research for 30 years.  He was the Chair of the
Department of Social Relations from 1962-1967.  McClelland’s research spanned more
than five decades, yielding an influential body of testing instruments, data, and
theoretical models of human motivation and achievement. 

What is Acquired Needs Theory?

Acquired needs theory, also known as McClelland's Needs Theory, Three-

Needs theory, Achievement Motivation Theory, or Learned Needs theory, is a
theory that is based on the notion that people's needs are acquired as they live
their lives or through experiences of life. The needs are derived from the reaction
to the stimuli in the external environment.

It states that there are three types of needs that all people have, to varying
degrees, and people are not fully defined by being in only one of the categories. The
blend of needs each person has is that person’s individual profile, which can be
considered, when developing approaches to motivate that person.

Understanding the 3 types of needs: Achievement, affiliation, and power

McClelland. proposed that an individual's needs are a result of experience

acquired through life. Leaders can motivate subordinates by understanding the
individual needs and finding ways to foster acquiring those needs.
 According to McClellan, there are only three needs,

 achievement,
 affiliation,
 and power.

These needs are tested using the Thematic Apperception Test (TAT)
that uses images. The respondents view pictures and then create stories about
them. These responses are evaluated and analyzed. Then the ratings attributed to
each of the three needs are identified.

What is the need for Power?

Power concerns the ability to influence others. Individuals with high

power need are motivated to acquire a position through which they can influence
and control others.

Characteristics of power-need individuals include assertiveness,

outspokenness, demanding, practical (rather than sentimental), and involved.
Those with the need for power can have a preference for personal or institutional
power. Personal power is the need to direct others for the sake of directing
others; this normally turns people off. Personal power expressions are often
viewed as outspoken, forceful, and demanding. Institutional power is more
about making advancements or improvements to the organization. These folks
seek out leadership positions because they want to be part of directing positive
change. People that have strong institutional power needs usually make effective
managers and supervisors.

What is the need for Affiliation?

This is the need for connection with others and is accepted (liked by
others). It seeks to be emotionally attached and to avoid the pain of rejection.

Characteristics of power-need individuals also include a need for intimacy

and the desire to console others during difficult times. In management, this type
of need can be a disadvantage. The manager tends to focus more on how they are
perceived by others than on task accomplishment or performance. Disciplining
workers can be difficult.

They contemplate personal relationships and are concerned about how

others feel about the situation or circumstances.
If there is a perceived problem with a relationship, a person with a strong
need for affiliation will seek to repair the broken relationship. These people easily
conform to workplace norms and are good at customer relationship interactions.

What is the need for Achievement?

 This is the need for personal achievement and is intrinsically motivated by
task completion. Characteristics of achievement-based individuals include
tendencies to take moderate-risk (not high-risk) decisions, prefer explicit goals,
and seek immediate feedback on work. These individuals are highly dedicated to
job task completion and meeting deadlines rather than focusing on material
rewards.

This type of person has a strong desire to receive feedback on good

performance and often prefers to work alone. These people are concerned with
career advancement, and they want to do their job well, while accomplishing
significant, but not monumental, things.

People like these are usually useful in situations that demand creativity and
innovation.

Conclusion

People are motivated by their needs. Determine if the person you want to
influence is mostly motivated by achievement, affiliation, or power. Structure your
communication or assignments in a way that the person can clearly see how their
needs can be met.

A person who has a need for achievement would be given moderately

challenging goals and provided with frequent feedback. Another person who has a
strong need for affiliation might be assigned as a shutdown coordinator, or to work
with operations persons to update a standard operating procedure. If the person has a
strong need for institutional power give assignments that increase that person’s scope
of responsibility. But do everyone a favor and resist putting people with personal
power needs in charge, unless you keep tight reins on them. Make sure you coach
them and help them to develop less abrasive ways.

McClelland’s Needs Theory is presented as one more tool that can help you
form a plan to increase motivation. The key takeaway is that everyone has elements
of all three needs. Everyone is different. Everyone requires a good leader to
understand the needs that motivate people for higher performance.

Sources:

https://psychology.fas.harvard.edu/people/david-mcclelland
https://thebusinessprofessor.com/en_US/management-leadership-organizational-behavior/
acquired-need-theory-definition#what-is-acquired-needs-theory-0
https://www.plantservices.com/articles/2014/human-capital-types-of-needs/