This document discusses social needs, including the needs for achievement, affiliation, intimacy, and power. 1. It describes the incentives that activate each social need, such as doing something well to show competence for achievement or having impact on others for power. 2. For achievement, it discusses Atkinson's model of achievement motivation and how factors like the motive to succeed and avoid failure influence behavior. It also discusses how adopting mastery goals over performance goals can benefit learning. 3. For affiliation and intimacy, it provides a profile of high intimacy motivation including thoughts of relationships and interaction styles. 4. It briefly mentions that certain conditions can involve and satisfy social needs as well as discussing leadership as a variant

1. Social Needs
Chapter 7

3. Acquired Needs:
Quasi-needs

4. ACQUIRED NEEDS:
Social Needs

5. Primary Need-Activating Incentive
Table 7.2
Incentive That Activates Each Social Need’s Emotional and Behavior Potential
Social Need Incentiv e that Activates Each Need
Achievemen
Doing something well to show personal competence
t
Affiliation Opportunity to please others and gain their approval
Intimacy Warm, secure relationship
Pow er Having impact on others

6. Achievement

7. Origins of the Need for Achievement

8. Atkinson’s Model
Tendency to Tendency to Approach Tendency to Avoid
Achieve (Ta) Success (Ts) Failure (Taf)
Ta = (Ms ××Ps × Is) –
(Ms Ps × Is) (Maf × Pf × If )
• Maf : Motive to Avoid Failure
• Ms: Motive to Success
• Pf : Perceived Probability of
• Ps : Perceived Probability
Failure (1- Ps)
of Success
• If : Negative Incentive
• Is : Incentive Value of
value
Success
for Failure (1- Is)

9. Dynamics-of-Action Model
Figure 7.1 Streams of Behavior for People High and Low in Ms and Maf
1. Latency to begin an achievement depends on motive strength. (Ms vs. Maf)
2. Persistence on an achievement task depends on motive strength. (Ms vs. Maf)
3. Switching to a nonachievement task occurs with rising consumption.

10. Conditions That Involve &
Satisfy the Need for Achievement

11. Achievement Goals

12. Benefits of Adopting Mastery Goals
Preference for a
Challenging Task Work
One can Learn From Harder
Use Conceptually
Based Learning
Strategies
Persist
Longer
A dop tion of a
Mastery Goal
Experience Greater
(rather than a Intrinsic than
Performance Goal) Extrinsic Motivation
More Likely to Ask Perform
for Information & Help Better

13. Achievement Goals in the Classroom
(Ames & Archer, 1988)
Manifestations of Mastery and Performance Goals in the Classroom Context
Classroom Dimension Mastery Goal Performance Goal
High grades, high normative
Success defined as Improvement, progress
performance
Value placed on Effort, learning Normatively high ability
Reasons for
Table 7.4

14. Integrating Classical & Contemporary
Approaches to Achievement Motivation

15. Antecedents & Consequences of the
Three Achievement Goals (Elliot & Church, 1997)
.22
Achievement .31
motivation Mastery goal
.26
Intrinsic
motivation
-.34
.21 .36
Competence Performance-
expectancy approach goal
-.14
-.26 Graded
.41 performance
.45 -.34
Performance-
Fear of failure avoidance goal

16. Avoidance Motivation & Well-Being

17. Implicit Theories
Implicit
Theories vs
.
Adoption of
Achievement Mastery Goals Performance Goals
Goals
Meaning of Utility of effort:
High effort signals
Effort Challenging tasks
LOW ability.
require high effort.

18. AFFILIATION AND INTIMACY
Table 7.7
Profile of High Intimacy Motivation
Category Definition
Thoughts Of friends, of relationships
Story Themes Relationships produce positive affect, reciprocal dialogue,
expressions of relationship commitment and union, and expressions
of interpersonal harmony
Interaction Self-disclosure, Intense listening habits, Many conversations
Style
Autobiography Themes of love and dialogue are mentioned as personally
significant life experiences
Peer Rating Individual rated as warm, loving, sincere, nondominant.
Memory Enhanced recall with stories involving themes of interpersonal
interactions

19. Conditions That Involve & Satisfy
the Affiliation and Intimacy Needs
Need-Involving
Condition
Need-Satisfying
Condition

20. POWER

21. Leadership Motive Pattern
A special variant of the need for power is the leadership motive pattern.