McClelland's Theory of Achievement





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In McClelland's 1961 book 'The Achieving Society', David McClelland expounds on his acquired-needs theory. He projected that a personality's specific wants area unit nonheritable over time and area unit formed by one's life experiences. He delineate 3 varieties of psychological feature want. somebody's motivation and effectiveness in sure job functions area unit influenced by these 3 wants.


Mc Clelland's theory


n-ach - action motivation
The n-ach person is 'achievement motivated' and thus seeks action, attainment of realistic however difficult goals, and advancement within the job. there's a robust want for feedback on action and progress, and a desire for a way of accomplishment. individuals with a high want for action request to surpass and so tend to avoid each low-risk and insecure things. Achievers avoid low-risk things as a result of the simply earned success isn't a real action. In insecure comes, achievers see the result collectively of probability instead of one's own effort. High n-ach people like work that encompasses a moderate chance of success, ideally a five hundredth probability. they like either to figure alone or with alternative high achievers.
  
n-pow - authority/power motivation
The n-pow person is 'authority motivated'. This driver produces a desire to be prestigious, effective and to create a bearing. there's a robust ought to lead and for his or her concepts to prevail. there's additionally motivation and wish towards increasing personal standing and status.
somebody's want for power may be one in every of 2 varieties - personal and institutional. those that want personal power wish to direct others, and this want usually is percieved as undesirable. Persons World Health Organization want institutional power (also called social power) wish to prepare the efforts of others to any the goals of the organization. Managers with a high want for institutional power tend to be more practical than those with a high want for private power.

n-affil - affiliation motivation
The n-affil person is 'affiliation motivated', and encompasses a want for friendly relationships and is actuated towards interaction with people. they have harmonious relationships with people and wish to feel accepted by people. The affiliation driver produces motivation and wish to be liked  and control in well-liked regard. These individuals area unit team players. they have an inclination to evolve to the norms of their work cluster. High n-affil people like work that gives important personal interaction. They perform well in client service and consumer interaction things.

McClelland's non-heritable wants theory states that almost all individuals possess and exhibit a mix of those characteristics. Some individuals exhibit a robust bias to a specific psychological feature want, and this psychological feature or wants 'mix' consequently affects their behaviour and working/managing vogue.

Mcclelland's action motivation theory suggests that a robust n-affil 'affiliation-motivation' undermines a manager's judgement, attributable to their ought to be liked , which this affects a manager's decision-making capability. a robust n-pow 'authority-motivation' can manufacture a determined work ethic and commitment to the organisation, and whereas n-pow individuals area unit interested in the leadership role, they will not possess the desired flexibility and people-centred skills.

McClelland's motivation theory argues that n-ach individuals with robust 'achievement motivation' create the simplest leaders, though there may be a bent to demand an excessive amount of of their employees within the belief that they're all equally and extremely achievement-focused and results driven, that in fact most of the people don't seem to be.

McClelland's action motivation theory in work things
McClelland's nonheritable wants area unit found to variable degrees all told employees and managers, and this mixture of psychological feature wants characterises somebody's or manager's vogue and behavior, each in terms of being actuated, and within the management and motivation others.

People with totally different wants area unit actuated otherwise.

High want for action (n-ach)
High achievers ought to tend difficult comes with approachable goals. they must be provided frequent feedback. whereas cash isn't a very important rational motive in itself. Rather, it's a good kind of feedback.

High want for affiliation (n-affil)
Workers with a high affiliation want perform best in an exceedingly cooperative atmosphere.

High want for power (n-pow)
Management ought to offer power seekers the chance to manage others.

Note that McClelland's non-heritable wants theory permits for the shaping of somebody's wants; coaching programs may be accustomed modify one's need profile. 

Relation of McClelland's action motivation theory to alternative theories
McClelland's thought of feat motivation is additionally associated with Herzberg's motivation-hygiene theory. individuals with high action motivation tend to have an interest within the motivators (the job itself). Achievement-motivated (n-ach) individuals wish feedback. they need to understand however well they're doing on their job. On the opposite hand, individuals with low action motivation area unit a lot of involved concerning the atmosphere. they need to understand however individuals feel concerning them instead of however well they're doing.

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