Need for Achievement Motivation Theory by David McClelland. It includes Need for Power, Achievement and Affiliation.Also includes How can the future HR Managers can apply the Need Achievement Theory? Even 2 case studies are included.

2. finding which bait works best for you!
Motivation theories are all about
HRM
1

3. In the early 1940s, Abraham Maslow
created his theory of needs. His
theory was the base of any modern
day Motivation psychology ever
researched.
(This is the tribute to the Awesome
Abraham!)
He identified the basic needs that
human beings have, in order of their
importance.
Around 20 years later, David
McClelland built on his work.
He came out with his book
"The Achieving Society."
David McClelland
Born: 20th May, 1917
Profile: BA, MA, PhD
Headed Dept. of
Psychology and Social
Relations at Harvard
University

4. McClelland said that,
regardless of our gender, culture, or age,
we all have three motivating drivers, and one of these will be our
dominant motivating driver.
This dominant motivator is largely dependent on our culture and
life experiences. Thus, they are:
He also said these motivators are learned (which is why this
theory is sometimes called the Learned Needs Theory).

5. Need for Achievement!

6. Need for achievement (N-Ach) refers to an
individual's desire for significant
accomplishment, mastering of skills, control,
or high standards.
These include: "intense, prolonged and
repeated efforts to accomplish something
difficult. To work with singleness of purpose
purpose towards a high and distant goal. To
have the determination to win".
Opt for:
Very easy tasks
(to minimize risk of
failure)
or
Highly difficult tasks
(a failure would not be
embarrassing)
Opt for:
Moderately
difficult tasks
(feeling that they are
challenging, but within
reach.)

7. Need for Affiliation!

8. The need of Affiliation (N-Aff) is the desire for
friendly and close interpersonal relationships,
considerable value for friendship and
tendency to express one’s emotion.
High N-Aff People:
Perform better in a
team.
Make social
relationship with other
people and need to
feel accepted
by others.
Tend to conform to
the norms of their
work group.
Prefer manageable
tasks.
Tends to be a loner
who is uncomfortable
socializing with others
except for a few close
friends or family.
Lack motivation or
energy to maintain
high social contacts in
networking, group
presentations, public
relations etc.
Low N-Aff People:

9. Need for Power!

10. The need for Power (N-Pow) is the desire
within a person to hold control and authority
over another person and influence and
change their decision in accordance with own
needs and desire.
High N-Pow People:
Wants to control and influence
others
Likes to win arguments
Enjoys Competition and winning
Enjoys status and recognition

11. A person’s need of power can be of two types-
Personal Power
Those who need personal power
want to direct others, and this
need often is perceived as
undesirable.
Institutional Power
Persons who need
institutional power (also
known as social power) want
to organize the efforts of
others to further the goals of
the organization.

12. How can we, the future HR
Managers can apply the Need
Achievement
Theory?

13. McClelland's theory can help you to identify the dominant motivators of people
on your team. You can then use this information to influence how you set goals
and provide feedback, and how you motivate and reward team members.
You can also use these motivators to craft, or design, the job around your team
members, ensuring a better fit.
1. Identify
Motivational
Needs
Examine your team to determine which of the
three motivators is dominant for each person.
You can probably identify drivers based on
personality and past actions.
2.Approaching
According to
Need
Based on the driving motivators of your workers,
structure your leadership style and project assignments
around each individual team member. This will help
ensure that they all stay engaged , motivated, and happy
with the work they're doing.

14. Like challenging, but not
impossible projects.
Work very effectively
either alone or with
other high achievers.
When providing
feedback, give achievers
a fair and balanced
appraisal.
Work best in a group
environment.
Don't like uncertainty
and risk.
When providing
feedback to these
people, be personal.
Prefer not to stand out.
Work best when they're
in charge.
Do well with goal-
oriented projects or
tasks.
Very effective
in negotiations.
When providing
feedback, be direct with
these team members.
Keen about their career
goals
ACHIEVEMENT AFFILIATION POWER

15. Sample Group: The study involved 350 salespeople and managers in
selected multinational firms in Nigeria.
Method: A Questionnaire was prepared with a scale of 5 choices:
Definitely Disagree (DD) - 1
Generally Disagree (GD) - 2
Somewhat Disagree (SA) - 3
Generally Agree (GA) - 4
Definitely Agree (DA) - 5
CASE STUDY 1

16. CASE STUDY 1
Results:
To reach a
standard of
excellence
Unconscious
drive:
Working
individually
Recreational
activities
Performance
analytics to asses
themselves
Preferences
To provide/offer
adequate income and
good benefits package
Steps to
Motivate
Need For Achievement

17. CASE STUDY 1
Results:
To be a part of
warm and close
relationships and
friendships.
Unconscious
drive:
prefer
collaborative,
non-competitive
activities
Preferences
Use of team selling,
Holding social
functions,
Distribution of
salesforce
newsletters, Holding
sales meeting
Steps to
Motivate
Need For Affiliation

18. CASE STUDY 1
Results:
To have impacts
on others
Unconscious
drive:
leadership positions
in social groups,
professional
associations, and in
the sales team.
Preferences
Recognizing salesperson
achievements,
Commendation letters,
Assignments to special
projects,
More responsibility and
authority
Steps to
Motivate
Need For Power

19. CASE STUDY 2
Title: McClelland’s motivational needs: A case study of physical education
teachers in West Azarbaijan, Iran
Sample Group: 241 P.E.
teachers (165 males and 76
females) were randomly
selected.
Method: : 11 questions that
examine the motivational
needs of employees based
on McClelland’s
motivational theory. In
each question, the test
subjects check only one of
three types of needs.

20. CASE STUDY 2
Title: McClelland’s motivational needs: A case study of physical education
teachers in West Azarbaijan, Iran
Results:
N-Ach was most
prominent among
both male and
female P.E.
Teachers, followed
by N-Aff and N-
Power respectively.

21. Achievers like to solve problems and achieve goals.
Those with a strong need for affiliation don’t like to stand out and
take risks and they value relationships above anything else.
Those with a strong power motivator like to control others and be
in charge.
McClelland's theory helps managers identify how they can
motivate individuals to perform better.
All the individuals posses all of these needs however one of them
is more dominant.

22. Thank you