Mc CLELLAND'S THREE MOTIVES

 An individual is unpredictable. Psychologists have always worked and studied the complex human behavior - the behavior which he himself often fails to explain.

In the work environment  the task assigned to a worker can be repetitive or creative. That may feel as a duty or an accomplishment. Whatever it might be, an individual acts or behaves in multivariate manner in his workplace. And his behaviors are certainly influenced by his motives, experiences, social equations and cognitive functioning.

As, the work of an Industrial Psychologist is to predict and study the employees behavior in his workplace, the cause of the same is also essential to identify.

The human behavior is at least guided by a single motive at a time. So, working upon those complex motivations are one of the important agenda.

Motivation is a complicated phenomenon. And has been described by many psychologists in various forms overtime. In the field of organizational behavior motivation and need theories have always played an essential role. The popular Need theories which we often read about are delivered by Maslow, Alderfer, Herzberg, Mc Gregor and McClelland.

McClelland in his theory of Motivation talked about three forms of motives - power, achievement and affiliation.

Need for Power (n pow): The desire to control others is the key explanation here. The urge to control and manipulate others' behavior and to achieve personalized and socialized power. An individual with high n pow will control others, work to have an impact on people around and will use other people to accomplish his motives.

Need for Achievement (n ach): The need for excellence is the priority of every individual with high n ach. The tendency is to overcome challenges and reach goals either set by others or by the individual himself. They work upon obstacles and persist on their behavior to achieve the predetermined goals.

Need for Affiliation (n aff): The desire to posses satisfying relationships is the core of need for affiliation. The characteristics of forming and continuing close relationships, getting accepted by people around and to belong to them are seen in people with high need for affiliation.

REFERENCES:

Pareek, U. N. (1988). Organizational behaviour processes. Rawat publications.

TWO FACTOR THEORY - HERZBERG

 We always do have believed that the antonym of 'SATISFACTION' is 'DISSATISFACTION', but psychologist Fredrick Herzberg introduced a different thought in his theory of Motivation. The opposite of 'Satisfaction' is 'NO SATISFACTION' and that to of 'Dissatisfaction' is 'NO DISSATISFACTION'.

The theories of Motivation of early and contemporary ones has shown more than one perspectives of interpreting the cause of an individual's motivation towards performing certain tasks. Maslow's Need Hierarchy theory has highlighted the 'Self-actualization', Alderfer's ERG theory has concentrated on the 'levels of needs', McClelland has focused on the type approach of need.

Herzberg's Two Factor Theory aimed at analyzing the contrasting view of Satisfaction and Dissatisfaction. It is a theory that bridges up intrinsic factors to job satisfaction and links extrinsic factors to job dissatisfaction. This theory is also known as - 'Motivation - Hygiene Theory'.

By following critical incident technique, Herzberg did a detailed study on the data collected from several employees. He inferred from that, the factors reportedly responsible for job satisfaction are not engaged with dissatisfaction which lead him to reach the conclusion that:

a) INTRINSIC FACTORS like advancement in job, recognition, challenges related to the job role, achievement and the work itself are responsible for an individual's ultimate motivation towards his/her job. The content factors of the job work as the 'Motivators' and leads to 'Satisfaction' - and if they are not fulfilled there is 'No Satisfaction'.

b) EXTRINSIC FACTRORS or 'Hygiene factors' as mentioned by Herzberg are those peripheral ingredients, which by themselves though are unable to bring satisfaction but can save from 'dissatisfaction'. The 'job context' factors like salary, company policy, work team, working conditions are if fulfilled properly, the employee will be 'not dissatisfied'.

REFERENCES:

Pareek, U. N. (1988). Organizational behaviour processes. Rawat publications.

Robbins, S. P. (2010). Organizational behavior.