Effect of Achievement Motivation, Decision Making & Performance By : Kanaidi, SE., M.Si [email_address] ACHIEVEMENT MOTIVATION Training
Interactional Model of Motivation Personal Factors
Style of Play
Interaction Participant Motivation
Using Interactional Motivation Approval Oriented Rejection Threatened Lower Performance Best Performance Best Performance Lower Performance MOTIVATION TYPE THE COMPETITIVE SITUATION ALONE ON A TEAM
Do people with a high need for achievement behave like this all the time?
Achievement-motivated people are not gamblers. They prefer to work on a problem rather than leave the outcome to chance.
Rewards and achievement-motivated people
Another characteristic of achievement-motivated people is that they seem to be more concerned with personal achievement than with the rewards of success. They do not reject rewards, but the rewards are not as essential as the accomplishment itself.
Why do achievement-motivated people behave as they do?
They behave like this because they habitually spend time thinking about doing things better .
College students with a high need for achievement will generally get better grades than equally bright students with weaker achievement needs.
Achievement-motivated people can be the backbone of most organizations. People with a high need for achievement get ahead because as individuals they are producers they get things done.
When their success depends not only on their own work but on the activities of others, they may be less effective. Since they are highly job-oriented and work to their capacity, they tend to expect others to do the same. As a result, they sometimes lack the human skills and patience necessary for being effective managers.
In this situation, their overemphasis on producing , frustrates these people and prevents them from maximizing their own potential.
Thus, while achievement-motivated people are needed in organizations, they do not always make the best managers unless they develop their human skills . Being a good producer is not sufficient to make an effective manager.
Achievement motivation theory must be modified to meet the specific needs of the local culture :
The culture of many countries does not support high achievement
Cultures and those that reward entrepreneurial effort do support achievement motivation and their human resources should probably be managed accordingly
International Findings on Achievement Motivation Theory Hofstede offers the following advice: The countries on the feminine side . . . distinguish themselves by focusing on quality of life rather than on performance and on relationships between people rather than on money and things. This means social motivation: quality of life plus security and quality of life plus risk .
Predicts that achievement motivation is generated through a combination of personality and situational factors.
They view achievement motivation as a personality trait which is activated by a situation. The situation comprises the probability of success and the incentive value of success .
Atkinson and McClelland (1976) Probability of success- The extend to which success is likely. If the task is found easy success is more likely to happen. Incentive value of success The degree of pleasure experienced when success is achieved. The harder the task the greater the incentive value.