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Solution
Fairly Treated at Work
Business Benefits: McClelland’s Three Needs Theory
McClelland’s Three Needs Theory posits that people are motivated by three primary needs: achievement, affiliation, and power (Mindtools, 2024). These needs influence behavior in the workplace and can lead to significant business benefits when employees feel included, valued, and treated fairly. The need for affiliation, for instance, aligns with the human desire to build strong relationships and feel a sense of belonging within a team. When organisations foster inclusivity and fairness, employees are more likely to feel they belong, which enhances their loyalty and commitment ( Beekeeper, 2024). This directly leads to increased retention, as employees who feel connected to their workplace are less likely to leave.
Additionally, the need for achievement focuses on an individual’s drive to succeed and perform well. A fair and inclusive environment enables employees to pursue personal and organizational goals without barriers, increasing their efficiency and effectiveness. When people feel valued, their motivation to contribute increases, leading to improved performance across teams. Furthermore, fairness reduces disputes and conflicts, as employees trust that decisions are made impartially, decreasing workplace tensions and fostering collaboration.
Human Benefits: Daniel Pink’s Three Elements of Motivation
Daniel Pink’s theory of motivation focuses on three elements: autonomy, mastery, and purpose as evidenced by Tutor2u (2009). These elements contribute significantly to the human benefits of feeling included, valued, and treated fairly at work. Autonomy refers to the ability of individuals to have control over their work. When employees feel included and valued, they are more likely to be granted autonomy in their roles, which increases job satisfaction and enhances worker well-being. Employees with autonomy feel empowered, leading to higher levels of motivation as they can engage in tasks that are meaningful to them.
Mastery involves the desire to improve and become better at a skill. In a fair work environment, employees are provided with equal opportunities for growth and development. This creates a motivating factor as individuals feel that their contributions are recognised and they have a clear path to progress (Uka and Prendi, 2021). Finally, purpose speaks to the alignment between an individual’s values and the goals of the organisation. When people feel included and treated fairly, they are more likely to find purpose in their work, which fosters higher motivation and job satisfaction.
Summary of Views
In my view, both theories highlight critical aspects of how inclusion, fairness, and value contribute to overall workplace success. From a business perspective, fostering these elements reduces conflict, improves retention, and boosts performance. On the human side, treating people fairly leads to greater job satisfaction, enhanced motivation, and a sense of personal fulfillment. The benefits of this approach are thus mutually reinforcing: happy, motivated employees drive better business outcomes, creating a positive cycle of success for both the individual and the organisation.
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