concerned about how aides distinguish them. Thus, they may find managerial job position little complicated and inappropriate such as giving employees critical feedback or punishing for misbehavior (Wong & Csikszentmihalyi, 1991).The third and last type of need is the need for power. People with high need for power want to influence others and control their environment. Need for power may be destructive for the relationships between persons who uses that power to influence to others and who is influenced, if it takes the form of seeking and using power for one’s own good and prestige. However, when power is used in order to change environment in a positive way, to negotiate more resources to motivate employees and improve organizational performance, it tends to lead to positive outcomes.
In fact, need for power is the most important need for managerial and leadership positions for the effectiveness (McClelland & Burnham, 1976).McClelland’s theory of acquired needs has important sense and implications for motivating employees. While individuals with high need for achievement may take responsibilities for the accomplishments of company’s mission and goals, those with high need for affiliation may be motivated if they see opportunities to be liked and accepted by their peers and supervisors, whereas people who have high need for power may appreciate any chance to gain influence over the supervisor or obtaining a position which has the decision-making authority. When employees acquire managerial positions, then if they realize that their need orientation is not fit for the position they occupy and have disadvantages, they may take steps to overcome those disadvantages (McClelland & Burnham, 1976).
2.3.5 McGregor’s Theory X and Theory Y Theory X: The theory states that employees have minute motivation to work and mostly dodge from responsibilities; they often work with supervision to work well (Langton et al, 2013). Theory Y: The theory states that employees are mostly self-motivated to work, to accept responsibility doesn’t need close supervision regards work as natural (Langton et al, 2013).