McClelland’s “Individual Human Needs” Theory

McClelland’s “Individual Human Needs” Theory


Abraham Maslow developed his needs theory in the 1940s. The Achieving Society, by David McClelland, was published in 1961. He identified three universal inspirations: a need for achievement, a need for affiliation, and a need for power.


David McClelland stated that humans have three basic needs.

Individuals seek achievement, affiliation, and power.

The need for achievement is the desire to achieve a target or task better than before. Individuals with a high need for achievement, according to McClelland, desire to be held accountable, set difficult goals, receive immediate feedback, and be distracted from their work.

Affiliation is less certain. An affiliation urge is a longing for human companionship and acknowledgment. Individuals with a strong need for social connection would likely like (and perform better in) a job that allows them to meet new people.

Power is also a major factor in administrative success. The desire for power is to be influential in a group and manage one's own situation.

People who have a strong desire for power are more likely to be great entertainers, participants, and managers.

The main inspiration hypotheses, in essence, concentrate on personal desires. The Maslow hierarchy of needs, the ERG theory, the two-factor theory, and the demands for success, affiliation, and power are all factors that contribute to inspiring others. They don't say anything about the creative process.

They don't explain why people choose one ingredient over another at a certain level, or how they go about meeting a variety of demands.

The various interacting speculations on inspiration are mostly concerned with concepts such as practises, goals, and feelings of fulfilment.

According to several studies, David McClelland's idea of purchased requirements can predict administrative success. A person's favourable experiences lead to success, affinity, and power.

People with a strong should be effective have a strong need to succeed. When a person finishes work on time, closes deals with options, or generates new and creative ideas, they feel fulfilled. Jobs with very specific goals are ideal for people who have a strong desire to succeed. They need critique to decide their next steps in their quest for the objective, therefore input should be easily accessible. However, a substantial achievement requirement can be risky as a board member advances. Rather than pursuing their own goals, this supervisor should now rouse others. It's not unheard of for a director-driven by achievement to dismiss subordinate training and meetings. A director of this type should avoid continually hovering over or doing the work himself.

Those with a strong need for affiliation appreciate making connections. The affiliation-driven representative will be strong in groups, a good collaborator, and eager to meet new people.

Directors who value affiliation may find it difficult to deliver bad news and fundamental criticism. Affiliation-driven bosses should understand the value of criticizing underperformers.

People who crave power are encouraged to influence others and control their own lives. Their focus is on the "10,000-foot vision." Power can be useful in improving work processes, acquiring assets for a division, or assuming group obligations. The need for power might be harmful to the firm if it means defeating another person. Among the three acquired needs, power is unmistakably linked to administrative and administrative viability.

As a director, you will be able to discern your representatives' demands and turn them into inspiration. Those with high expectations will be drawn to well-defined objectives, deadlines, and input. Giving and empowering confirmation of good work will inspire people who crave association. Workers craving power will go for more dynamic and impactful situations.

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