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actively selling to recruiting, motivating, and training salespeople. Those who are
high in need for achievement may view managerial activities such as coaching,
communicating, and meeting with subordinates as a waste of time. Moreover, they
enjoy doing things themselves and may find it difficult to delegate authority. They

may become overbearing or micromanaging bosses, expecting everyone to be as
dedicated to work as they are, and expecting subordinates to do things exactly the
[8]
way they are used to doing.
Individuals who have a high need for affiliation want to be liked and accepted
by others. When given a choice, they prefer to interact with others and be with
[9]
friends. Their emphasis on harmonious interpersonal relationships may be an
advantage in jobs and occupations requiring frequent interpersonal interaction, such
as social worker or teacher. In managerial positions, a high need for affiliation may
again serve as a disadvantage because these individuals tend to be overly concerned
about how they are perceived by others. Thus, they may find it difficult to perform
some aspects of a manager’s job such as giving employees critical feedback or
disciplining poor performers.
Finally, those with high need for power want to influence others and control
their environment. Need for power may be destructive of one’s relationships if it
takes the form of seeking and using power for one’s own good and prestige.
However, when it manifests itself in more altruistic forms, such as changing the way
things are done so that the work environment is more positive or negotiating more
resources for one’s department, it tends to lead to positive outcomes. In fact, need for
power is viewed as important for effectiveness in managerial and leadership
positions. [10]
McClelland’s theory of acquired needs has important implications for
motivating employees. While someone who has high need for achievement may
respond to goals, those with high need for affiliation may be motivated to gain the
approval of their peers and supervisors, whereas those who have high need for power
may value gaining influence over the supervisor or acquiring a position that has
decision-making authority. And, when it comes to succeeding in managerial
positions, individuals who are aware of the drawbacks of their need orientation can
take steps to overcome these drawbacks.
KEY TAKEAWAY
Need-based theories describe motivated behavior as individual efforts to
meet needs. According to this perspective, the manager’s job is to identify what
people need and then to make sure that the work environment becomes a means
of satisfying these needs. Maslow’s hierarchy categorizes human needs into
physiological, safety, social, esteem, and self-actualization needs. ERG theory
is a modification of Maslow’s hierarchy, where the five needs are collapsed
into three categories (existence, relatedness, and growth). The two-factor theory
differentiates between factors that make people dissatisfied on the job (hygiene
factors) and factors that truly motivate employees. Finally, acquired-needs
theory argues that individuals possess stable and dominant motives to achieve,
acquire power, or affiliate with others. Each of these theories explains
characteristics of a work environment that motivate employees.

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