McClelland's Trichotomy of Needs and other Concepts of Motivation - Essay Example

?Motivation is a physiological force that regulates behaviour. It can be described as a stimulus that makes an individual act towards achieving a particular goal. According to Locke and Latham (2004) the concept of motivation pertains to internal factors that impel action and to the external factors that act as inducements to action. Regulating behaviour has become the key to organizational success in the turbulent business environment today. Employee motivation has direct impact in firm performance and hence managers must evaluate what motivates employees. However, people are moved to act by different factors which have given rise to different definitions and theories of motivation. Several scholars define motivation and present their own theories on how employees can be motivated to act. Motivation is the willingness to exert high level of effort toward organizational goals, conditioned by the effort's ability to satisfy some individual need (Ribbins, 1993 cited in Nasri and Charfeddine, 2012). It is a set of energetic forces that originate from within as well as beyond an individual’s being (Latham and Ernst, 2006). Most employees would work up to a certain point but to stretch beyond, they need some kind of stimuli. These stimuli are the motivating factors that induce an individual to exert extra effort. Thus an increase in motivation results in higher productivity and enhanced profits, which is the ultimate goal of any organization (Nasri and Charfeddine, 2012). Thus managers must have knowledge of the motivation theories which will help create a motivational atmosphere. People have different kinds of motivation and human motivation can vary not only in level but also in type. Accordingly, Mirabela-Constan?a and Maria-Madela (2011) elaborate on intrinsic and extrinsic motivation. Intrinsic motivations are those activities that give rise to inner satisfaction and are not based on expectations of some extrinsic gains such as monetary compensation. Extrinsic motivation is said to exist when an activity is performed to obtain some separable outcome. The term ‘separable’ suggests that it is an objective gain whereas intrinsic motivation provides a subjective experience, subjective gain and is not separate from the individual. This is definitely superior to extrinsic motivation and Ryan and Deci (2000 cited in Mirabela-Constan?a and Maria-Madela, 2011) also confirm that extrinsic rewards can decrease intrinsic motivation. Extrinsic motivation reflects external control whereas intrinsic motivation provides opportunity for self-direction. Threats of punishment also decrease intrinsic motivation where as verbal praise or some similar external reinforcement may increase intrinsic motivation. Motivational theories have been divided into two categories – content theories and process theories. The content theories are based on the assumption that everyone has the same needs whereas the process theories recognize individual cognitive processes. Content theories relate to specific motivating factors or needs; process theories describe the interaction between needs, behaviour and rewards (Fisher, 2009). The content theories generally applied in management practice include Maslow’s hierarchy of needs, Herzberg’s two-factor or motivator-hygiene theory, and McClelland’s trichotomy of needs. The process theories in practice are the equity or social comparison theory of motivation, goal setting theory, reinforcement theory and Vroom’s expectancy theory. This paper compares and contrasts McClelland’s trichotomy of needs and the goal setting theory. McClelland’s trichotomy of needs is based on the assumption that people are motivated by three needs – for power, for affiliation and for achievement (Fisher, 2009). While employees can be motivated by all three needs, one particular need would have the strongest influence. Even though managers would be working with a team, they would need to be aware of the particular need that motivates individual workers in his/her team. McClelland’s trichotomy of needs can be compared to the higher needs under Maslow’s Hierarchy of Needs, namely the social need and self-actualization need. If an employee is motivated by the need for power, he is likely to perform better when given the opportunity to control others. Such people often have outspoken personalities. Fisher further clarifies that need for power could be either personalized or socialized. In need for personalized power the motivation is the fulfillment of individual goals with no consideration for organizational goals whereas in the need for socialization power the employee equally considers the improvement of the organization. To such employees, managers can entrust with specific responsibilities such as managing sport events of the company. McClelland particularly focuses on the achievement need and asserts that the success of a business firm and therefore of the economy, is dependent on the achievement activities of two production factors – the entrepreneur and the human resources (Arnolds and Bishoff, 2003). The need for achievement is the drive to excel and to strive for success. No growth can be attained without the achievement need. The need for power and the need for affiliation also need to be satisfied before people will be motivated to increase their efforts at work. The need for affiliation is the desire to be accepted by a group, the need for close personal relationship with others. This is the need for love or belongingness as per Maslow’s Hierarchy of Needs. However, not all employees can be at the same level or have the same needs; all may not have equal capability to exert control over others. Therefore, based on individual needs and capabilities, the manager or the entrepreneur would have to allot responsibilities to ensure that all in the team are motivated to exert effort. The goal setting theory assumes that specific goals induce action by people. Accordingly higher goals require higher effort and persistence compared to lower goals. This theory further hypothesizes that people with self-efficacy would create strategies to accomplish the goals and hence such people have higher level of success with goals accomplishment (Dipietro and Condly, 2007). As per the goal theorists, human motivation can be understood in terms of consciously accessible goals. Thus, human beings are active, intentional, goal-directed agents (Johnson, 2005). Thus goals have personal meaning and goals are the reason for which human behaviour occurs. Goal is the end state that the person is attempting to bring about. Behavior is thus directed towards achieving that goal. However, job motivation can arise when the individual has the willingness to work and attain the goal. Motivation to work towards the goal will be strong when the goals are clear and concise. This will lead to better output as unambiguous goals with definite deadlines drives the individual to achieve the goal. The two theories have certain elements that are common. McClelland’s need for achievement has similarities to the goal theory as in the goal theory people with self-efficacy would create strategies to accomplish the goal. The need for achievement induces them to create strategies to achieve the goal. Goals induce achievement; however, in the goal theory the need for power and need for affiliation may not be present. The role of the manager is vital in motivating the team because different people are moved to act by different factors. For instance, the executive who has to motivate a team of workers in a bakery has to ensure the right responsibilities are allotted to capable individuals. At a bakery autonomy cannot be granted but a sense of motivation is essential, especially considering the production is perishable and has limited shelf-life. McClelland’s trichotomy of needs suggests motivation arises when the needs for power, for affiliation and achievement have been fulfilled. However, not all employees would have the same needs and capabilities. At a bakery for instance, several teams would be required and hence the manager would have to appoint those as team leaders that are extrovert and possess leadership qualities. Those with leadership capabilities would have the inherent desire to lead and control others. Such people have the Type A personality with the need for mastery and self-esteem (Locke and Latham, 2004). When they are entrusted with such responsible positions, they would not only be motivated to exert effort, but they in turn would be able to motivate their subordinates. This is because, as per goal theory, the leader has to be given certain goals, as goals produce motivation. However, the goals have to be realistic and challenging. Challenges produce motivation and the leader would develop intrinsic motivation. Such motivation cannot be enforced and it has to come from within. It can be evoked only when their need for power has been fulfilled. Some others in the same bakery may have the need for affiliation. Such people want to be accepted for what they are. This is the need for belongingness and love, the second level of need as per Maslow’s Hierarchy of Needs. The manager would have to deal with such people in a different manner because only when the basic needs are satisfied, the other needs become important, which then directs his behaviour (Gallagher & Einhorn, 1976). Their efforts would have to be recognized publicly, feedback has to be regularly given and this can enhance intrinsic motivation among the employees. At the same time, managers must be cautious never to rebuke or criticize in public as this affects the self-esteem of the individual. Public recognition boots his self-esteem and personal worth. When they derive inner satisfaction from such recognition of their efforts, they would be motivated to exert extra effort at their job. Such individuals seldom seek extrinsic rewards such as monetary compensation. Each team has to be given a set of goals with deadlines defined. However, each team, be they have the need for power or the need for affiliation, would have to be given challenging but realistic goals. At the same time, role clarity has to be ensured to achieve the desired goals. This would inculcate a sense of pride among the employees when they achieve the goal and also serve to motivate them for the next goal. At this point effective communication on the part of the manager is essential so that organizational and individual goals are clearly stated. This pertains to the fulfillment of the need for socialized power as per McClelland’s trichotomy of needs. Achievement-motivated individuals would like to work on difficult but achievable goals. Their motivation is high because the risks are high and so are the outcomes. There could be situations at the bakery when unexpected orders come in that need to be fulfilled at short notice. People may resist committing to certain goals and may be motivated by low efficacy (Locke and Latham, 2004). Porter’s (1961, 1962) studies also confirm that people in low level jobs are first concerned with the satisfaction of the lower needs such as job security (cited in Latham and Ernst, 2006). Unless these needs are satisfied, they would not progress to the higher order needs. During such times, the goal theory should be applied by the managers to achieve the desired goal. Employees have to be made to feel responsible for their actions and their accomplishments should be linked to their efforts exerted. Locke and Latham (2004) assert that people are not merely victims of situations and they choose the jobs they apply for and restructure their jobs to suit their talents. However, despite choosing the job they apply for, they may not receive the expected remuneration and this can leave certain desires unfulfilled. The responsibility of the manager in such situations is to evoke intrinsic motivation through positive feedback and recognition. This may enhance the self-esteem and fulfill the need for affiliation, which can motivate the people to perform better. The different theories of motivation have similarities; the terminology may differ but they are interspersed. The managers must recognize that motivation that is intrinsic produces the best value and is sustainable. Certain basic desires have to be fulfilled before people can be induced to exert extra effort. Beyond the basic needs, individual differences count and this is where the efficiency of the manager is required. The managers must be able to identify individual motivating factors. To enhance motivation managers can use techniques such as setting challenging goals but these goals should be realistic and achievable. Motivation being a psychological force can direct people to fulfill their achievement need, to achieve the organizational and individual goals thereby fulfilling the need for socialized power. References Arnolds, CA. and Boshoff, C. 2003. “The Influence of McClelland’s Need Satisfaction Theory on Employee Job Performance: A Causal Study.” Journal of African Business, 4 (3), 55-81. Dipietro, RB. and Condly, SJ. 2007. “Employee Turnover in the Hospitality Industry.” Journal of Human Resources in Hospitality & Tourism, 6 (1), 1-22. Fisher, EA. 2009. “Motivation and Leadership in Social Work Management: A Review of Theories and Related Studies.” Administration in Social Work, 33 (4), 347-367. Gallagher, WE. and Einhorn, HJ. 1976. “Motivation Theory and Job Design.” The Journal of Business, 49 (3), 358-373. Johnson, TJ. 2005. “Goal Theories of Motivation as Rigorous Humanism.” Journal of Constructivist Psychology, 18, 311-325. Latham, GP. and Ernst, CT. 2006. “Keys to motivating tomorrow's workforce.” Human Resource Management Review, 16, 181–198. Locke, EA. and Latham, GP. 2004. “What Should We Do about Motivation Theory? Six Recommendations for the Twenty-First Century.” Academy of Management Review, 29 (3), 388-403. Mirabela-Constanta, M. and Maria-Madela, A. 2011. “Intrinsic and Extrinsic Motivation. An Investigation of Performance Correlation on Students.” Annals of the University of Oradea, Economic Science Series, 20 (1), 671-677. Nasri, W. and Charfeddine, L. 2012. “Motivating Salespeople to Contribute to Marketing Intelligence Activities: An Expectancy Theory Approach.” International Journal of Marketing Studies, 4 (1), 168-177. Read More