Achievement Motivation

1. Achievement Motivation A desire for significant accomplishments; for mastery of things, people, or ideas; for attaining a high standard.

2. People who have LOW achievement motivation prefer very easy or very difficult tasks. People with HIGH achievement motivation prefer moderately difficult tasks. Achievement Motivation • Success is attainable yet attributable to their skill and effort. • Failure is unlikely of not embarrassing

3. Achievement Motivation Does high achievement motivation mean success in life?

4. 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

5. 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.

6. Extrinsic Motivation • Extrinsic motivationinvolves 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.

7. 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.

8. Cultivating Intrinsic Motivation

9. 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 .

10. Managerial Grid

11. Leadership Perspectives Theory X Theory Y

12. 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.

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

14. McClelland’s Three-Needs Theory David McClelland proposed that an individual’s specific needs are acquired over time and are shaped by one’s life experience

15. The theory states three basic needs • Need for achievement • Need for power • Need for affiliation

16. 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

17. Need for power • Influence • Competitive • In Summary: The need to make others behave in a way that they would not have behaved otherwise

18. Need for Affiliation • Acceptance and friendship • Cooperative • In Summary: The desire for friendly and close interpersonal relationships

19. 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

20. 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.

21. 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.

22. Thematic Apperception Test • https://www.youtube.com/watch?v=5-IO • http://www.utpsyc.org/TAT intro/3eQ-0sI

23. 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/mcclelland/ • http://www.dushkin.com/connectext/psy/ch09/bio9b.mhtml