Which theory states that people are motivated by three primary needs: achievement, affiliation, and power?

Which theory states that people are motivated by three primary needs: achievement, affiliation, and power?

• A. Expectancy Theory
• B. Achievement, Affiliation, and Power Motives Theory
• C. Equity Theory
• D. Organizational Justice Theory

Answer: (B)

Motivation can be driven by three fundamental needs—achievement, affiliation, and power—proposed by David McClelland. The need for achievement focuses on tackling challenging tasks, reaching personal mastery, and measuring success by progress and results. The need for affiliation emphasizes seeking harmonious relationships and enjoying teamwork and collaborative environments. The need for power involves a drive to influence others and shape outcomes, whether for personal influence or organizational impact. In criminal justice settings, understanding these drives helps with job design and leadership: someone motivated by achievement may excel in solving difficult cases or improving procedures; someone who seeks affiliation often thrives in unit work, mentoring, and community-policing roles; someone with a strong power need may move into supervisory positions or policy-influencing roles. This theory differs from expectancy theory, which explains motivation in terms of beliefs about effort leading to performance and valued outcomes, and from equity or organizational justice theories, which focus on perceived fairness of treatment and outcomes rather than on these three intrinsic needs.

Motivation can be driven by three fundamental needs—achievement, affiliation, and power—proposed by David McClelland. The need for achievement focuses on tackling challenging tasks, reaching personal mastery, and measuring success by progress and results. The need for affiliation emphasizes seeking harmonious relationships and enjoying teamwork and collaborative environments. The need for power involves a drive to influence others and shape outcomes, whether for personal influence or organizational impact. In criminal justice settings, understanding these drives helps with job design and leadership: someone motivated by achievement may excel in solving difficult cases or improving procedures; someone who seeks affiliation often thrives in unit work, mentoring, and community-policing roles; someone with a strong power need may move into supervisory positions or policy-influencing roles. This theory differs from expectancy theory, which explains motivation in terms of beliefs about effort leading to performance and valued outcomes, and from equity or organizational justice theories, which focus on perceived fairness of treatment and outcomes rather than on these three intrinsic needs.