Strengths and Weaknesses of McClelland's Learned Needs Theory and Expectancy TheoryMotivation plays an important role in today's work environment because motivated employees are more productive employees. However, the way we motivate employees needs to be improved from time to time because employees are more demanding and caring about their needs than before. Motivational strategies probably most influenced employees' concerns and values ​​(Greiner 1986, p. 82). “A motivational strategy is any effort to induce employees to initiate and maintain activities that can directly or indirectly improve departmental productivity” (Greiner 1986, p. 82). Motivation can have an effect on your business performance and concerns both quantity and quality. For example, if you work in a manufacturing company, your business depends largely on your production staff to ensure that quality products are manufactured and delivered to your customer at the right time. However, if your production employees lack motivation, they will not be motivated to produce the requested quantity of product, which will be very costly. In the essay below, we will discuss the strengths and weaknesses of the acquired needs theory and McClelland's expectancy theory. McClelland proposed that an individual's particular needs are obtained over time as a result of life experiences (Wood et al. p. 146). . Most of these needs fall into three general categories of needs that can be classified as the need for achievement, affiliation, or power. The strengths of McClelland's acquired needs theory are that it provides a clear picture to the organization and managers to know what type of job is suitable for employees and what types of people can contribute to the success of the organization. According to the article, the authors claim that managers who have strong power needs are more successful than those who have lower power needs (Wagner & Swanson 1979, p. 66). “McClelland and Burnham identify two types of power managers: those who seek personal power and those who seek institutional power” (Lyden 1976, p. 201). However, managers who seek institutional power are more successful because they can create favorable working conditions. Wagner and Swanson (1979, p. 66) attribute the success of people with a need for higher powers to their ability to create a greater sense of responsibility and team spirit within their organization. This will give the organization a clear picture of which employees are suitable for promotion and becoming a manager..