System

DAVID MCCLELLAND THEORY
One of McClelland’s most well-known theories is that human motivation, is dominated by three needs. McClelland's theory, sometimes referred to as the three need theory or as the learned needs theory, categorizes the needs as follows;
The need for achievement ( N-Ach), the need for power ( N-Pow) and the need for affiliation ( N-Affil).
The importance of each of theseneeds will vary from one person to another. If you can determine the importance of each of these needs to an individual, it will help you decide how to influence that individual.
McClelland asserted that a person’s needs are influenced by their cultural background and life experiences. He also asserted that the majority of these needs can be classified as the needs for affiliation, achievement orpower. A person’s motivation and effectiveness can be increased through an environment, which provides them with their ideal mix of each of the three needs (N-Ach, N-Pow and/or N-Affil).
The need for affiliation (N-Affil);
This is the need for friendly relationships and human interaction. There is a need “to feel liked” and “accepted” by others. A person with a high need for affiliation islikely to be a team player and thrive in a customer services environment. They will perform best in a co-operative environment. McClelland said that a strong need for affiliation will interfere with a manager’s objectivity. The “need to be liked” will affect a manager’s decisions, prompting them to make decisions to increase their popularity rather than furthering the interests of the organization.The need for power (N-Pow);
This is the need to lead others and make an impact.
This need can exhibit itself in two ways. The first which is the need for personal power may be viewed as undesirable as the person simply needs to feel that they have “power over others”. They don’t have to be effective or further the objectives of their employer.
The second type of “need for power” is the need forinstitutional power. People with the need for institutional power; want to direct the efforts of their team, to further the objectives of their organization.
The need for achievement (N-Ach);
This is the need to achieve, excel and succeed. A person with this type of need, will set goals that are challenging but realistic. The goals have to be challenging so that the person can feel a sense ofachievement. However the goals also have to be realistic as the person believes that when a goal is unrealistic, its achievement is dependant on chance rather than personal skill or contribution. This type of person prefers to work alone or with other high achievers. They do not need praise or recognition, achievement of the task is their reward.
Vroom's expectancy theory
...assumes that behaviorresults from conscious choices among alternatives whose purpose it is to maximize pleasure and minimize pain. Together with Edward Lawler and Lyman Porter, Victor Vroom suggested that the relationship between people's behavior at work and their goals was not as simple as was first imagined by other scientists. Vroom realized that an employee's performance is based on individuals factors such aspersonality, skills, knowledge, experience and abilities.
The theory suggests that although individuals may have different sets of goals, they can be motivated if they believe that:
* There is a positive correlation between efforts and performance,
* Favorable performance will result in a desirable reward,
* The rewardwill satisfy an important need,
* The desire to satisfy the needis strong enough to make the effort worthwhile.
The theory is based upon the following beliefs:
Valence
Valence refers to the emotional orientations people hold with respect to outcomes [rewards]. The depth of the want of an employee for extrinsic [money, promotion, time-off, benefits] or intrinsic [satisfaction] rewards). Management must discover what employees value.
Expectancy
Employees...