Maslow’s Hierarchy of needs is a useful framework for thinking about how our basic needs motivate us. Once these are met, we are then driven to fulfil our potential (see my video). McClelland’s Three Needs Theory of motivation provides a nice extension that has useful insights for the workplace.
McClelland identified three key motivations for job performance:
- Power
- Achievement
- Affiliation
While we can all have these motivations, one need is dominant in influencing someone’s performance in the workplace.
This is a good framework for managers to reflect on. Observing, then tapping into someone’s primary motivator, is key to getting strong performance.
Individuals motivated by power
Seek positions and relationships in which they can demonstrate their leadership and decision-making.
What you can do: provide opportunities to lead others, project manage and delegate to team members (matrix management).
Individuals motivated by achievement
Seek projects / tasks that are sufficiently challenging and highlight their skills. They may also be driven to progress things quickly, attain high levels of performance and be competitive.
What you can do: give them new and challenging assignments, supporting where needed and highlighting their achievements to others.
Individuals motivated by affiliation
Are driven by connections with others. They prefer working in groups and enjoy building relationships. They may also have a tendency to avoid conflict or take risks.
What you can do: provide them with opportunities to work with other people and build meaningful relationships at work. Utilise your own network to feed them connections and encourage them to network.
You don’t want to pigeon-hole people based on their primary motivator or have a rigid approach to managing them. The useful insight from this is understanding motivation and using it to deliver something important or tackle underperformance.
Interestingly, research shows that we are not fully aware of our own motivations. What we say about our motives in job interviews or self-reported questionnaires should be paired with real world observation across a range of projects.
Further reading:
- The psychology book: big ideas simply explained (2017) – p322
- What is McClelland’s theory of needs? (And how to apply it) | Indeed.com UK
- McClelland’s Acquired Needs Motivation Theory – The World of Work Project