Chicago Hope

People who have a high need for achievement are motivated to set challenging but realizable goals, they have the desire to exercise tasks with responsibilities and they expect feedback on their performance but they are less concerned with relationships and then are task-oriented. These characteristics are not suitable for managers and supervisors whose responsibility is to get work done through people.

David Mc Clelland focused on developing and identifying motivational differences between individuals in order to establish what leads them to effective performance and success at work. Mc Clelland’s theory can be useful in helping managers, supervisors, to recognize the different ways people behave at work. Recognizing individual differences is an important starting point in the attempt to understand motivation.

I choose two individuals that I work with as examples of how this theory is applicable in the workplace. First is Sabrina, who has worked for the company less than 2 years as a professional. She is highly motivated and highly competitive. She is extremely focused and is driven by difficult tasks. She builds close relationships with her co-workers