The theory of learned needs, also known as the “three needs theory,” suggests that man’s needs change as he experiences different stages in life. The theory focuses on three types of needs: achievement, affiliation, and power, and understanding a person’s preferred need can help motivate them in the workplace.
Learned needs theory is a theory that suggests that man’s needs are constantly changing as he encounters different experiences during the stages of his life. The theory’s main proponent was an American psychologist named David McClelland, who expounded the theory in his 1961 book, “The Achieving Society.” The theory of learned needs has been widely applied in the workplace and in situations related to motivation, management and social relationships. The theory is also known by other names such as Learned Need Theory.
Another name for the theory of learned needs is the “three needs theory,” mainly because the theory focuses on three types of needs: achievement, affiliation, and power. These needs are said to somewhat dictate a man’s behavior and the way he makes his decisions about him. The theory states that all three needs are present in man, but there will always be one particular need that will strike him the most and one that he will respond to most strongly.
The category of success refers to man’s need to be excellent at what he does and to clearly see increasing improvement in his career. This need explains why some people are highly motivated when they receive praise, feedback, promotions, or other recognition. People with a need to accomplish may avoid undertaking low-risk activities, as they perceive success from these areas as expected and not from their actual results. Interestingly, they may also decide against high-risk assignments to avoid failure situations, resulting in a lack of motivation. As a result, the results can simply stick to achievable projects that they are sure to achieve with their own efforts.
When it comes to the need for power, the theory of vested needs classifies a person as desiring personal or institutional power, both of which are similar in terms of feeling the need to be influential and to take control. A man who has a need for personal power may want to take control of every action of the people around him. A person with institutional needs, on the other hand, directs people’s action in terms of achieving a common goal. People who see power as a necessity can make good leaders as they are very determined, but they may end up being too dictatorial.
The third need, the need to belong, refers to the need to be on good terms with everyone and to feel a sense of belonging. A person who needs affiliation is said to be cooperative during group projects, but may not contribute significantly to decision-making tasks as he tends to be a conformist and does not like to stand out. He can, however, be a good motivator for other peers and works well with tasks that require social interaction.
The underlying principle of the theory of acquired needs is that everyone is different. Knowing a person’s preferred need will help management or a company determine how to motivate their employees and achieve overall success. Workshops, trainings and seminars can also be conducted to improve an employee’s inclined personality and develop other positive behaviors.
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