David McClellan’s model states that all people are driven by needs of achievement, power, and affiliation. The relative strength of each need depends on an individual’s experiences and culture.
- Achievement. People who are motivated by achievement, such as reaching a goal, are motivated by activities and work that is challenging, but reasonable.
- Power. People who are motivated by power like to organize, motivate, and lead others. They are motivated by increased responsibility.
- Affiliation. People who are motivated by affiliation seek acceptance and belonging. They are motivated by being part of a team.
4.2.3.4 Theory X, Theory Y, and Theory Z
Douglas McGregor devised the Theory X and Theory Y models, which represent a spectrum of employee motivation and corresponding management styles. This was later expanded to include Theory Z.
- Theory X. The X side of the spectrum assumes individuals work for the sole purpose of income. They are not ambitious or goal oriented. The corresponding management style to motivate these individuals is a hands-on and top-down approach. This management style is often seen in a production or labor-intensive environment, or one with many layers of management.
- Theory Y. The Y side of the spectrum assumes that individuals are intrinsically motivated to do good work. The corresponding management style has a more personal coaching feel. The manager encourages creativity and discussion. This management style is often seen in creative and knowledge worker environments.
- Theory Z. Abraham Maslow saw Theory Z as a transcendent dimension to work where individuals are motivated by self-realization, values, and a higher calling. The optimal management style in this situation is one that cultivates insight and meaning.William Ouchi’s version of Theory Z focuses on motivating employees by creating a job for life where the focus is on the well-being of employees and their families. This style of management seeks to promote high productivity, morale, and satisfaction.