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Achievement Motivation

Explore the concept of achievement motivation and its impact on success in life. Understand the emotional and cognitive roots of high achievement motivation and the role of nurture in its development. Discover strategies for cultivating intrinsic motivation and the different leadership styles that can influence motivation levels. Delve into the theory of goal setting and its application in industrial and organizational psychology. Gain insights from the managerial grid and the perspectives of Theory X and Theory Y.

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Achievement Motivation

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  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 • A desire to perform a behavior for its own sake.

  6. Extrinsic Motivation • A desire to perform a behavior due to promised rewards or threats of punishment.

  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.

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