McClelland's Theory of Acquired Needs
Posted: Thu Feb 13, 2025 5:26 am
McClelland and his followers view motivation through the needs for achievement, power, and affiliation. This theory of acquired needs suggests that needs develop throughout a person’s life under the influence of experience. People motivated by the need for achievement strive for goals and results, and the need for power motivates them to lead and control. The need for affiliation satisfies the desire for social interaction and recognition.
In the business environment, McClelland's theory helps to take into account categories of needs when building a personnel motivation system. For example, a person with a high need for power can be motivated through management and control opportunities, while for people with a need for belonging, teamwork and support from colleagues are important. The theory of acquired needs allows you to adapt motivation to the personal goals of employees.
Victor Vroom's Expectancy Theory
Vroom's expectancy theory states that motivation is influenced by employees' expectations about how much their efforts will lead to the desired outcome and reward. This model includes three main elements: expectancy, instrumentality, and valence. Expectancy is associated with the confidence that efforts will lead to the outcome. Instrumentality reflects the employee's perception that the outcome will lead to a reward, and valence indicates the degree of desire for this reward.
According to Vroom's theory, motivation will be high if a person sees the relationship between their actions, achievements and receiving a reward. Personnel management by applying the expectancy theory allows you to build a system in which employees understand how their actions lead to specific results and rewards. This stimulates an increase in their activity and efficiency. Analysis of the expectancy theory shows how employees' procedural expectations shape their attitude to work.
Adams' Theory of Justice
Equity theory, proposed by John Adams, is based on the assumption that people taiwan phone number list evaluate their motivation by comparing their contributions and rewards with others. It argues that if a person perceives their rewards to be fair relative to their efforts and achievements, they will be motivated to work more efficiently. If the balance is out of balance—for example, when a worker receives less reward than his or her peers under equal working conditions—motivation is reduced.
In corporate culture, Adams's theory of fairness helps to create a system of rewards and working conditions. Maintaining a balance between employees' contributions and their rewards reduces the risk of dissatisfaction and helps to strengthen trust in the team.
Locke's Goal Setting Theory
Edwin Locke's theory explains that clearly formulated and complex goals significantly increase the level of employee motivation. The essence of this theory is that when a person has specific tasks, he is more motivated to achieve good results. It is important that the goals are clear, achievable, but at the same time require effort. Regular evaluation of results and feedback are also of great importance, which maintain employee interest.
In the business environment, McClelland's theory helps to take into account categories of needs when building a personnel motivation system. For example, a person with a high need for power can be motivated through management and control opportunities, while for people with a need for belonging, teamwork and support from colleagues are important. The theory of acquired needs allows you to adapt motivation to the personal goals of employees.
Victor Vroom's Expectancy Theory
Vroom's expectancy theory states that motivation is influenced by employees' expectations about how much their efforts will lead to the desired outcome and reward. This model includes three main elements: expectancy, instrumentality, and valence. Expectancy is associated with the confidence that efforts will lead to the outcome. Instrumentality reflects the employee's perception that the outcome will lead to a reward, and valence indicates the degree of desire for this reward.
According to Vroom's theory, motivation will be high if a person sees the relationship between their actions, achievements and receiving a reward. Personnel management by applying the expectancy theory allows you to build a system in which employees understand how their actions lead to specific results and rewards. This stimulates an increase in their activity and efficiency. Analysis of the expectancy theory shows how employees' procedural expectations shape their attitude to work.
Adams' Theory of Justice
Equity theory, proposed by John Adams, is based on the assumption that people taiwan phone number list evaluate their motivation by comparing their contributions and rewards with others. It argues that if a person perceives their rewards to be fair relative to their efforts and achievements, they will be motivated to work more efficiently. If the balance is out of balance—for example, when a worker receives less reward than his or her peers under equal working conditions—motivation is reduced.
In corporate culture, Adams's theory of fairness helps to create a system of rewards and working conditions. Maintaining a balance between employees' contributions and their rewards reduces the risk of dissatisfaction and helps to strengthen trust in the team.
Locke's Goal Setting Theory
Edwin Locke's theory explains that clearly formulated and complex goals significantly increase the level of employee motivation. The essence of this theory is that when a person has specific tasks, he is more motivated to achieve good results. It is important that the goals are clear, achievable, but at the same time require effort. Regular evaluation of results and feedback are also of great importance, which maintain employee interest.