David Clarence McClelland (1938-98) studied in Yale University and obtained his doctorate in psychology in 1941. He later joined Harvard University in 1956, where he andhis associates conducted extensive research particularly in motivation and the achievement need. McClelland observed and fascinated by the phenomenon that while some people have an intense need to achieve, majority of the others do not seem to be as concerned about achievement. For over twenty years he and his associates at Harvard University studied this urge to achieve.

McClelland identified three types of lofty psychological needs of human beings. He idenified them-

• the need for achievement (n ach);

• the need for power (n pow);

• the need for affiliation (n affil).

These needs are universally found to varying degrees and mix. Most people possess and exhibit a combination of these characteristics. In turn this mix of motivational needs influences a manager's style and behaviour, both in terms of being motivated, and in the management and motivation others.

Mcclelland suggested that a strong n-affil 'affiliation-motivation' undermines a manager's objectivity, because of their need to be liked, and that this affects a manager's decision-making capability. A strong n-pow 'authority-motivation' will produce a determined work ethic and commitment to the organisation, and while n-pow people are attracted to the leadership role, they may not possess the required flexibility and people-centred skills. McClelland argues that n-ach people with strong 'achievement motivation' make the best leaders, although there can be a tendency to demand too much of their staff in the belief that they are all similarly and highly achievement-focused and results driven, which of course most people are not.^&&

The desire to puruse the goal, when the person is motivated to seek the achievement of something lofty is relentless and intensive. One spares no single effort or energy towards the endeavour. There is a strong need for feedback as to achievement and progress, and a need for a sense of accomplishment.

"McClelland's particular fascination was for achievement motivation, and this laboratory experiment illustrates one aspect of his theory about the affect of achievement on people's motivation. McClelland asserted via this experiment that while most people do not possess a strong achievement-based motivation, those who do, display a consistent behaviour in setting goals:

"Volunteers were asked to throw rings over pegs rather like the fairground game; no distance was stipulated, and most people seemed to throw from arbitrary, random distances, sometimes close, sometimes farther away. However a small group of volunteers, whom McClelland suggested were strongly achievement-motivated, took some care to measure and test distances to produce an ideal challenge - not too easy, and not impossible. Interestingly a parallel exists in biology, known as the 'overload principle', which is commonly applied to fitness and exercising, ie., in order to develop fitness and/or strength the exercise must be sufficiently demanding to increase existing levels, but not so demanding as to cause damage or strain. McClelland identified the same need for a 'balanced challenge' in the approach of achievement-motivated people.^&&

"Achievement-motivated people are not gamblers. They prefer to work on a problem rather than leave the outcome to chance.

"With managers, setting moderately difficult but potentially achievable goals may be translated into an attitude toward risks. Many people tend to be extreme in their attitude toward risks, either favoring wild speculative gambling or minimizing their exposure to losses.

• "Gamblers seem to choose the big risk because the outcome is beyond their power and, therefore, they can easily rationalize away their personal responsibility if they lose.

• "The conservative individual chooses tiny risks where the gain is small but secure, perhaps because there is little danger of anything going wrong for which that person might be blamed.

• "Achievement-motivated people take the middle ground, preferring a moderate degree of risk because they feel their efforts and abilities will probably influence the outcome. In business, this aggressive realism is the mark of the successful entrepreneur. ^&

"McClelland suggested other characteristics and attitudes of achievement-motivated people:

• "achievement is more important than material or financial reward.

• "achieving the aim or task gives greater personal satisfaction than receiving praise or recognition.

• "financial reward is regarded as a measurement of success, not an end in itself.

• "security is not prime motivator, nor is status.

• "feedback is essential, because it enables measurement of success, not for reasons of praise or recognition (the implication here is that feedback must be reliable, quantifiable and factual).

• "achievement-motivated people constantly seek improvements and ways of doing things better.

• "achievement-motivated people will logically favour jobs and responsibilities that naturally satisfy their needs, ie offer flexibility and opportunity to set and achieve goals, eg., sales and business management, and entrepreneurial roles.

"McClelland firmly believed that achievement-motivated people are generally the ones who make things happen and get results, and that this extends to getting results through the organisation of other people and resources, although as stated earlier, they often demand too much of their staff because they prioritise achieving the goal above the many varied interests and needs of their people."^&&

Power motivated peopel aspire to dominate, to influence and to control other people. They strive to exercise authority to moniter and control the functions of others towards the realisation of their own objective or goal. Such people seek positions of leadership. The are candid and outspoken in demanding and getting things doned as per their choice. This motivation induces a need to be influential, effective and to make an impact. There is a strong urge to lead and to enforce or sell their ideas for implicit compliance. There is also motivation and need towards increasing personal status and prestige.

The affiliatin need represents the desire to socially interact with people. They feel happy when theyare more popular and being loved by others.Equally is their goal to avoid the pain being rejected and isolated. Social relations and not task accomplishment that gets the priority in such people.The affiliation driver produces motivation and need to be liked and held in popular regard. These people are team players. Mcclelland suggested that a strong n-affil 'affiliation-motivation' undermines a manager's objectivity, because of their need to be liked, and that this affects a manager's decision-making capability.

^&Website of Accel Team.Com- URL - http://www.accel-team.com/human_relations/hrels_06_mcclelland.html
^&&Website of www.businessballs.com - © alan chapman 2001/2/3 - david c mcclelland's motivational needs theory