220 Human Resources Management for Public and Nonprofi t Organizations
individual is continually frustrated in his or her attempt to satisfy growth
needs, relatedness needs will reemerge as a primary motivating force and
the individual is likely to redirect his or her efforts toward lower - level
needs.Theory of Needs According to David McClelland (1961), individuals
have three primary needs: for achievement, power, and affi liation. A
strong need for achievement is characterized by a strong desire to assume
personal responsibility for fi nding solutions to problems; a tendency to
set moderately diffi cult achievement goals and take calculated risks; a
strong desire for concrete feedback on task performance; and a preoc-
cupation with task and task accomplishment. A low need for achieve-
ment is typically characterized by a preference for low risk levels and
shared responsibility on tasks. When an employee or manager with
high achievement is placed on a diffi cult job, the challenging nature of
the task serves to cue the achievement motive, which activates achieve-
ment - oriented behavior. However, if high - need achievers are placed on
routine or unchallenging jobs, the achievement motive will probably
not be activated. Hence, there would be little reason to expect them to
perform in a superior fashion under such conditions. This concept is
important for understanding how people respond to the work environ-
ment because of the implications for job design. High achievers prefer
autonomy and willingly assume responsibilities, while low achievers
may withdraw from challenging situations.
A strong need for affi liation is characterized by a desire for human
companionship and reassurance. People with a high need for affi liation
typically possess a strong desire for approval and reassurance from others,
a tendency to conform to the wishes and norms of others when pressured
by people whose friendship they value, and a sincere interest in the feelings
of others.
A strong need for power is characterized by a desire to infl uence
others and control one ’ s environment. Employees with a power need
try to control or lead those around them. They tend to infl uence others
directly by making suggestions, giving their opinions, and using persuasion.
They seek positions of leadership in group activities, and they are usually
verbally fl uent, often talkative, and sometimes argumentative. Employees
with strong needs for power tend to be superior performers and tend to
be in supervisory positions. They are often rated by others as having good
leadership abilities.