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Murray’s theory of needs identifies a need as a driver behind specific behaviors and actions in a person. These needs are often influenced by various environmental stimuli as well as internal factors. The external conditions are referred to as presses, whereas those coming from personal uniqueness are labeled as individual differences (Champoux, 2017). They are pertinent aspects of one’s personality, and are different from one to another. Murray identifies them as psychogenic in origin and functioning at a subconscious level (Champoux, 2017). His ideas of needs run contradictory to Maslow’s concepts of a hierarchy, as it is asserted that many actions are affected by multiple needs, and that priorities may be high or low for different individuals. Finally, Murray demonstrates that different motivators may conflict with one another (Champoux, 2017). For example, the need for dominance may conflict with the need for affiliation, resulting in domestic abuse.
One of the need theories related to Murray’s concept is McClelland’s Three Needs theory. It identifies three major subgroups of needs, such as needs for achievements, needs for affiliation, and needs for power (Champoux, 2017). The theory is particularly interesting because it does not deal directly with human desires for love, recognition, and some of the more basic needs. They assign human emotions and needs to these specific groups, and review them from a perspective of leadership and management. According to McClelland, an individual is usually influenced by one of the subgroups the most, and rarely by two or three (Champoux, 2017). Though criticized for a lack of solid proof and methodology, it remains one of the cornerstones behind related functionalist theories of management. It should not be utilized on its own, however, as ignoring basic needs of employees may prove damaging for the organization in the long run.
Reference
Champoux, J. E. (2017). Organizational behavior: Integrating individuals, groups, and organizations (5th ed.). New York, NY: Routledge.
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