Achievement%20Motivation

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Achievement Motivation

• A desire for significant accomplishments for
  mastery of things, people, or ideas for
  attaining a high standard.

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Achievement Motivation

• People with HIGH achievement motivation prefer
  moderately difficult tasks.

• People who have LOW achievement motivation prefer
  very easy or very difficult tasks.

• Success is attainable yet attributable to their
  skill and effort.

• Failure is unlikely of not embarrassing

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Achievement Motivation

• Does high achievement motivation mean success in
  life?

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Why are some people highly motivated, while
others are not?

• There are emotional and cognitive roots.

• Children learn to associate achievement with
  positive emotions.

• Children learn to associate achievement with
  expectations (intrinsic or extrinsic).

These structures are usually set in place by
parents and teachers.
Strong argument for what playing a part in
achievement motivation?
Nurture
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Intrinsic Motivation

• Intrinsic motivation involves gaining
  self-satisfaction, pride and a feeling of
  achievement.
• It often involves overcoming a particular
  challenge or simply gaining enjoyment from
  participating.

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Extrinsic Motivation

• Extrinsic motivation involves the performer
  receiving some form of reward from others, often
  as a form of reward from others.
• Can be tangible or intangible
• Tangible are real can be touched (Money/
  Trophies)
• Intangible Words, status e.g applause

The use of extrinsic motivation must be monitored
carefully. If overused, it may lead to the
performer only participating if they will be
externally rewarded. This will reduce intrinsic
motivation and may lead to a drop in
participation.
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Industrial and Organizational Psychology
Goal Setting Theory

• A subfield in psychology that focuses on how to
  help organizations recruit, select, compensate
  and train employees.

• The object is to utilize the human factor in an
  organization to increase productivity.

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Cultivating Intrinsic Motivation
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Leadership Style
Task Leadership goal oriented leadership that
sets standards and organizes work.
Social Leadership group oriented leadership that
builds teamwork, mediates conflict and offers
support .
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Managerial Grid
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Leadership Perspectives

• Theory X
• Theory Y

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Theory X

• Assumes that works are basically lazy,
  error-prone, and extrinsically motivated by
  money.

• Must never be trusted and always be watched.

• To work more, they must be given money.

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Theory Y

• Assumes that, given challenge and freedom,
  workers are motivated to achieve self-esteem and
  to demonstrate their competence and creativity.

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McClellands Three-Needs Theory

• David McClelland proposed that an individuals
  specific needs are acquired over time and are
  shaped by ones life experience

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The theory states three basic needs

• Need for achievement
• Need for power
• Need for affiliation

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Need for achievement

• Personal responsibility
• Feedback
• Moderate Risk
• In Summary The drive to excel, to achieve in
  relation to a set of standards, and to strive for
  success

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Need for power

• Influence
• Competitive
• In Summary The need to make others behave in a
  way that they would not have behaved otherwise

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Need for Affiliation

• Acceptance and friendship
• Cooperative
• In Summary The desire for friendly and close
  interpersonal relationships

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People who have high achievement needs are
different from others in the following ways

• They seek personal responsibility for finding
  solutions to problems
• They need rapid feedback on their performance
  they are usually very frustrated by not receiving
  feedback, and the quicker the better.
• They are not gamblers but instead set
  appropriately challenging goals
• They want to stretch themselves, so they set
  goals that are challenging, but ones that they
  receive, they at least have a 50 chance of
  attaining

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A person's need for power can be one of two types
- personal and institutional

• People who need personal power want to direct
  others, and this need often is perceived as
  undesirable.
• People who need institutional power (also known
  as social power) want to organize the efforts of
  others to further the goals of the organization.
• Managers with a high need for institutional power
  tend to be more effective than those with a high
  need for personal power.

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People with a high need for affiliation need

• Harmonious relationships with other people and
  need to feel accepted by others
• They tend to conform to the norms of their work
  group.
• High Affiliation individuals prefer work that
  provides significant personal interaction they
  perform well in customer service and client
  interaction situations.

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Thematic Apperception Test

• https//www.youtube.com/watch?v5-IO
• http//www.utpsyc.org/TAT intro/3eQ-0sI

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Cited Sources

• http//en.wikipedia.org/wiki/David_McClelland
• http//www.accel-team.com/human_relations/hrels_06
  _mcclelland.html
• http//www.businessballs.com/davidmcclelland.htm
• http//www.netmba.com/mgmt/ob/motivation/mcclellan
  d/
• http//www.dushkin.com/connectext/psy/ch09/bio9b.m
  html