Achievement Motivation Training

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Relation of achievement motivation to success in managerial-MBT Consultant TRAINING

Relation of achievement motivation to success in managerial-MBT Consultant TRAINING

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  • 1. Relation of Achievement Motivation to Success in Managerial Work By : Kanaidi, SE., M.Si [email_address] ACHIEVEMENT MOTIVATION Training
  • 2. McClelland’s Achievement Motivation Theory
    • McClelland and colleagues studied the behavioral effects of three needs
      • Need for Achievement
      • Need for Power
      • Need for Affiliation
    • Emphasized the Need for Achievement , although they investigated all three needs
  • 3.
    • Strong need for achievement people :
      • Take responsibility for results of behavior
      • Willing to take calculated risks
      • Set moderate achievement goals
      • Prefer to set performance standards for themselves
      • Prefer nonroutine tasks to routine assignments
      • Welcome feedback about how well they are doing
    McClelland’s Achievement Motivation Theory . . .
  • 4.
    • Acquire the Need for Achievement through socialization to cultural values
    • Presence of Need for Achievement themes in folklore, mythology, art
    • Need for Achievement societies had high levels of economic development
    McClelland’s Achievement Motivation Theory . . .
  • 5.
    • Need for achievement and behavior
      • Money: important to both high and low achievers, but for different reasons
        • High achiever wants concrete feedback about performance
        • Making a profit, or receiving a bonus, is a statement about success or failure
        • Symbol of success and feedback about job performance
    McClelland’s Achievement Motivation Theory . . .
  • 6.
    • Need for achievement and behavior (cont.)
        • High achiever wants a challenging job and responsibility for work
        • Want to feel successful at doing something over which they have control
    McClelland’s Achievement Motivation Theory . . .
      • Low achiever views monetary reward as an end in itself
      • Get increased performance from low Need for Achievement person by rewarding with money
  • 7.
    • Managers and executives usually have a stronger Need for Achievement than people in other occupations
    • Evidence points to strong Need for Achievement as an entrepreneur characteristic
    • Nature of Need for Achievement behavior fits well with such role demands
    McClelland’s Achievement Motivation Theory . . .
  • 8.
    • Need for Achievement and Need for Power, some relationships :
      • Strong Need for Power person
        • Draws attention
        • Risk taking
        • Present oriented
        • Assesses situations for change potential
      • Strong Need for Achievement person
        • Task centered
        • Future oriented
        • Performs to internal standard of excellence
    McClelland’s Achievement Motivation Theory . . .
  • 9.
    • Need for Achievement and Need for Power: some relationships (cont.)
      • Both types of people important for successful organizations
      • Strong Need for Achievement managers keep an organization going
      • Strong Need for Power people bring dramatic change and innovation
    McClelland’s Achievement Motivation Theory . . .
  • 10.
    • Motivation is a skill which can and must be learnt. This is essential for any business to survive and succeed
    • Performance is considered to be a function of ability , opportunity and motivation , thus:
    • Job Performance =f(ability)(motivation)(opportunity)
    Motivation is the key to performance improvement
  • 11.
    • Ability depends on education, experience and training and its improvement is a slow and long process.
    • Performance opportunities vary in different situations and over time. Managers can strongly influence performance opportunities.
    • On the other hand motivation can be improved quickly
  • 12.
    • There are broadly seven strategies for motivation :
    • Positive reinforcement / high expectations
    • Effective discipline and punishment
    • Treating people fairly
    • Satisfying employees needs
    • Setting work related goals
    • Restructuring jobs
    • Base rewards on job performance
  • 13. Employee motivation in the workplace
    • The job of a manager in the workplace is to get things done through employees .
    • To do this the manager should be able to motivate employees .
    • But that's easier said than done ! Motivation practice and theory are difficult subjects.
  • 14.
    • To understand motivation one must understand human nature itself . And there lies the problem
    • Human nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the workplace and therefore effective management and leadership.
    Employee motivation in the workplace …
  • 15.
    • The need for achievement is a distinct human motive that can be distinguished from other needs. More important, the achievement motive can be isolated and assessed in any group.
    • Many people tend to be extreme in their attitude toward risks, either favoring wild speculative gambling or minimizing their exposure to losses.
    Employee motivation in the workplace …
  • 16.
    • The psychological contract is regarded as the key factor influencing employees' attitudes (Raja, Johns, & Ntalianis, 2004)
    • When employees are treated well by organizations, they are willing to contribute to the organizations in return.
    • A psychological contract refers to the items and ideals in a reciprocal exchange agreement between employees and organizations (Rousseau, 1989)
    • The employees' achievement motivation and the extent of their fulfillment of the duties, when :
    • managers evaluate, or
    • try to improve the work attitude of staff
    Research : Achievement motivation, Psychological contract, and Work attitudes ( Hung-Wen Lee , Ching-Hsiang Liu , 2009)
  • 17.
    • Motivation is regarded as the drive and persistence required to fulfill targets. It is an important base to achieve planning, organizational and policy-making skills, and learning and assessment in cognitive behaviors (Pintrich & Schunk, 1996)
    • Achievement tends to be more competitive and positively related to traditional outcomes.
    • Achievement motivation consisted of mastery needs, work orientation, competition, and personal unconcern (Helmreich and Spence, 1978).
    • Employees with relational contracts (Rousseau, 2004) are more willing:
    • to work,
    • to help coworkers at work, and
    • to support changes in the organization.
    Research : Achievement motivation, Psychological contract, and Work attitudes . . . ( Hung-Wen Lee , Ching-Hsiang Liu , 2009)
  • 18. The psychological contract reciprocal exchange agreement : employees and organizations (Rousseau, 1989) SUCCESS in Managerial Work Hoppock ,1935 & Robbins, 1992 Employees' Work Attitudes (Raja, Johns, & Ntalianis, 2004)
    • Achievement Motivation :
    • mastery needs,
    • work orientation,
    • competition, and
    • personal unconcern
    • Work satisfaction as employees' :
    • psychological,
    • emotional, and
    • physical feelings
    • as well as their natural reaction to their work environment (Hoppock ,1935)
    • Work satisfaction as employees' :
    • overall feelings
    • evaluation of work, including internal and external returns,
    • work attributes, and
    • overall work satisfaction (Robbins, 1992)
    Relation of Achievement Motivation to Success in Managerial Work