The best managers are high in the need for power and high in the need for affiliation

recognition
Explanation: B) Herzberg characterized conditions such as quality of supervision, pay, company policies, physical working conditions, relationships with others, and job security as hygiene factors. When they're adequate, people will not be dissatisfied; neither will they be satisfied. If we want to motivate people on their jobs, Herzberg suggested emphasizing factors associated with the work itself or with outcomes directly derived from it, such as promotional opportunities, personal growth opportunities, recognition, responsibility, and achievement.

Maslow's hierarchy of needs hypothesized that within every human being there exists a hierarchy of five needs.
a) The physiological needs include hunger, thirst, shelter, sex, and other bodily needs.
b) Safety includes security and protection from physical and emotional harm.
c) Social includes affection, belongingness, acceptance, and friendship.
d) Esteem includes internal factors such as self-respect, autonomy, and achievement and external factors such as status, recognition, and attention.
e) Self-actualization is the drive to become what one is capable of becoming and it includes growth, achieving one's potential, and self-fulfillment.
As each of these needs becomes substantially satisfied, the next need becomes dominant. So, according to Maslow, if you want to motivate someone, you need to understand what level of the hierarchy that person is currently on and focus on satisfying those needs at or above that level.

Distributive justice indicates the employee's perceived fairness of the amount and allocation of rewards among individuals.

Procedural justice indicates the perceived fairness of the process used to determine the distribution of rewards.

Interactional justice indicates an individual's perception of the degree to which he or she is treated with dignity, concern, and respect.

Of these three forms of justice, distributive justice is most strongly related to organizational commitment and satisfaction with outcomes such as pay. Procedural justice relates most strongly to job satisfaction, employee trust, withdrawal from the organization, job performance, and citizenship behaviors. There is less evidence about interpersonal justice.

Learning Outcomes

• Describe how employees might be motivated using McClelland’s acquired needs theory

Psychologist David McClelland’s acquired-needs theory splits the needs of employees into three categories rather than the two we discussed in Herzberg’s theory. These three categories are achievement, affiliation, and power.

Employees who are strongly achievement-motivated are driven by the desire for mastery. They prefer working on tasks of moderate difficulty in which outcomes are the result of their effort rather than luck. They value receiving feedback on their work.

Employees who are strongly affiliation-motivated are driven by the desire to create and maintain social relationships. They enjoy belonging to a group and want to feel loved and accepted. They may not make effective managers because they may worry too much about how others will feel about them.

Employees who are strongly power-motivated are driven by the desire to influence, teach, or encourage others. They enjoy work and place a high value on discipline. However, they may take a zero-sum approach to group work—for one person to win, or succeed, another must lose, or fail. If channeled appropriately, though, this can positively support group goals and help others in the group feel competent.

The acquired-needs theory doesn’t claim that people can be neatly categorized into one of three types. Rather, it asserts that all people are motivated by all of these needs in varying degrees and proportions. An individual’s balance of these needs forms a kind of profile that can be useful in creating a tailored motivational paradigm for her. It is important to note that needs do not necessarily correlate with competencies; it is possible for an employee to be strongly affiliation-motivated, for example, but still be successful in a situation in which her affiliation needs are not met.

McClelland proposes that those in top management positions generally have a high need for power and a low need for affiliation. He also believes that although individuals with a need for achievement can make good managers, they are not generally suited to being in top management positions.

Practice Question

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What is the need for affiliation and need for power?

Which theory includes the need for affiliation achievement and power?

Which individual has a high need for affiliation?

Which statement is true about the need for affiliation?