How individual needs influence motivation effects: a neuroscientific study on McClelland’s need theory

Robert Rybnicek (), Sabine Bergner and Alfred Gutschelhofer
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Robert Rybnicek: University of Graz
Sabine Bergner: University of Graz
Alfred Gutschelhofer: University of Graz

Review of Managerial Science, 2019, vol. 13, issue 2, No 10, 443-482

Abstract: Abstract Among frequently used motivation theories some are built on the premise of work happening in the 60s and 70s. Since work life has changed dramatically the question arises whether these theories are still valid. This study validates the long-standing need theory of McClelland (Am Psychol 40(7):812–825, 1985. doi: 10.1037/0003-066X.40.7.812 ) using neuroscientific methods as a new lens of analysis. It neurally tests the assumptions that (1) heterogeneous rewards may result in similarly rewarding effects and (2) that these effects are enhanced if a reward closely matches an employee’s need. Therefore, we conducted an fMRI-study (n = 44; 29♀; Mage = 25.00, SDage = 2.26) in which participants completed decision tasks before receiving the heterogeneous rewards high income, respectful leadership and a company car. Additionally, participants provided information on their need for achievement, affiliation and power. Results show that the heterogeneous types of rewards lead to overlapping neural activations in parts of the brain’s reward circuitry, such as the putamen or caudate. Additionally, each of these rewards uniquely activates brain areas not stimulated by other reward types. A closer matching between the type of reward and the participants’ individual needs results in stronger neural activations in the reward circuitry. These findings support and enhance key assumptions of need theory on a neural level and further promote a personality-based approach to work motivation. From a practical standpoint they suggest need-tailored reward systems for organizations and an increased use of rewards other than money.

Keywords: fMRI; Motivation; Need; Reward; Incentive; Motive (search for similar items in EconPapers)
JEL-codes: L20 M10 M19 (search for similar items in EconPapers)
Date: 2019
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Citations: View citations in EconPapers (4)

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DOI: 10.1007/s11846-017-0252-1

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