Motivation theories

McClelland’s needs theory

• David C.McClelland and his associate Atkinson has contributed
understanding of motivation by identifying three types of basic
motivating needs. These needs have been classified as:
o Need for power (n/pwr): the need for power might be defined as the
desire to be influential in a group and t control one’s environment.
Research suggest that people with a strong need for power are likely
to be superior performers and occupy supervisory positions. Such
type of individuals generally look for positions of leadership, they act
effectively, are outspoken ,have a stubborn character and exert
authority.
o Need for affiliation (n/aff): since people are social animals most
individuals like to interact and to be with others in situations where
they feel they belong and are accepted. McClelland's suggest that
people with high need for affiliation usually derive pleasure from
being loved and tend to avoid the pain of being rejected. They are
concerned with maintaining pleasant social relationship, enjoying a
sense of intimacy and understanding and helping others in trouble.
o Need for achievement (n/ach): McClelland's research has led him to
believe that the need for achievement is a distinct human motive that
can be distinguished from other needs.
 Contd.,

o McClelland has identified four basic characteristics of high achievers.

 Moderate risks: taking moderate risks is probably the simple most
descriptive characteristic of the person possessing high
achievement need.
 Immediate feedback :person with need for achievement desires
activities which provide immediate and precise feed back information
how he is progressing towards a goal.
 Accomplishment : person with high need for achievement finds
accomplishing a task intrinsically satisfying in and of itself or he does
not expect or necessarily want the accompanying materials reward.
Though he like to earn lot of money but not for the usual reason for
the material benefits it can buy.
 Pre occupation with the tasks: once a high achiever selects a goal he
tends to be totally pre occupied with the tasks until it is successfully
completed. This type of dedicated commitment often reflects on his
outward personality ,which frequently has a negative effect on those
who come in contact with him.
 Implications of the theory
• According to the research conducted by McClelland and
others managers show high on achievement and power and
low on affiliation. The research findings also indicate that
chief executives of smaller companies show higher
achievement motivation as compared to those of large
companies.
• Achievement-motivated people can be the back bone of most
organizations because they progress much faster. How ever
when they are promoted where their success depends not
only on their work but on the activities of others they may be
less effective.
• Since they are task oriented and work to their utmost
capacity they expect similar results from others.
• Thus such persons can be better managers in production.
Research and development as compared to personnel
activity.
 Vroom’s expectancy theory
• Vroom expectancy views motivation as a process governing
choices.
• The expectancy theory tries to explain how and why people choose
a particular behavior over an alternative.
• The theory suggest that motivation depends on two things:
1. how much an individual desires a particular goal
2. how likely he thinks he can get it.
 Expectancy theory rests on four assumptions:
a) The theory assumes that behavior is determined by a
combination of forces in the individual and in the
environment.
b) It assumes that people make decisions about their own
behavior in organizations.
c) It assumes that different people have different types of
needs, desires and goals
d) It assumes that people make choices from among alternative
plans of behavior based on their perceptions of the extent
to which a given behavior will lead to desired outcomes.
 Expectancy model of motivation
expectancy
↓
motivation first level outcomes

Instrumentalities
second-level outcomes

Outcome 1 outcome 1a
outcome 1b

Outcome 2 outcome 2a
outcome 2b
 Contd.,
• The above model suggest that motivation leads to efforts and that
effort when combined with individual ability and environmental
factors result in performance.
• According to this model ,individual develop some sense of these
expectations before they exhibit motivated or non-motivated
behavior.
a) Valence: according to vroom valence means the strength of an
individual preference to a particular outcome. other terms equal to
valence used in various theories of motivation are incentive ,
attitude. in order for the valence to be positive for individual he
must prefer attending the outcome not attending it, a valence of
zero occurs when the individual is indifferent towards the outcome
and the valence is negative when the individual prefer not
attending the outcome to attaining it. Another major input into the
valence is the instrumentality of the first-level outcome in
obtaining second outcome.
b) Expectancy : this is different from instrumentality input into
valence. Expectancy is the probability that a particular action will
lead to a particular first level out come
 Implications of the theory

• This theory suggest that motivation is a complex

process as compared to other theories.
• Vroom theory is consistent with the idea that
managers job is to design an environment for
performance taking into account the differences in
various situations.
• Vroom theory is difficult to research and apply in
practice. This evident by the fact that there have
been only a few research and apply in practice.
• Even though vroom theory has given a right
direction for the manager but it has not given the
manager practical help in solving his motivational
problem.