They also don't like uncertainty and risk. Therefore, when assigning projects or tasks, save the risky ones for other people.
Human Motivation and Mangement Skills
When providing feedback to these people, be personal. It's still important to give balanced feedback, but if you start your appraisal by emphasizing their good working relationship and your trust in them, they'll likely be more open to what you say. Remember that these people often don't want to stand out, so it might be best to praise them in private rather than in front of others. Those with a high need for power work best when they're in charge.
Because they enjoy competition, they do well with goal-oriented projects or tasks. When providing feedback, be direct with these team members. And keep them motivated by helping them further their career goals. McClelland's theory of needs is not the only theory about worker motivation. Sirota's theory states that we all start a new job with lots of enthusiasm and motivation to do well.
But over time, due to bad company policies and poor work conditions, many of us lose our motivation and excitement. This is different from McClelland's theory, which states that we all have one dominant motivator that moves us forward, and this motivator is based on our culture and life experiences. Use your best judgment when motivating and engaging your team. McClelland's Human Motivation Theory states that every person has one of three main driving motivators: the needs for achievement, affiliation, or power. These motivators are not inherent; we develop them through our culture and life experiences.
Achievers like to solve problems and achieve goals. Those with a strong need for affiliation don't like to stand out or take risk, and they value relationships above anything else. Those with a strong power motivator like to control others and be in charge. You can use this information to lead, praise, and motivate your team more effectively, and to better structure your team's roles. This site teaches you the skills you need for a happy and successful career; and this is just one of many tools and resources that you'll find here at Mind Tools.
Maslow's Hierarchy of Needs
Subscribe to our free newsletter , or join the Mind Tools Club and really supercharge your career! Expert Interviews Audio Forums Infographics. Quizzes Templates and Worksheets Videos. For Your Organization. By the Mind Tools Content Team. Note: Those with a strong power motivator are often divided into two groups: personal and institutional. Finding This Article Useful?
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Find Out More. Comments 16 Over a month ago Michele wrote. It is true that many people hide behind social masks, and perhaps we all do to some extent. Many drivers can be identified through observation. Forming strong relationships with each team member and asking questions to identify what drives their behavior is another effective approach to use.
Michele Mind Tools Team. Over a month ago Arnoldas wrote. I really do not agree with the practical application of this theory. It is very difficult to determine which motivational driver a person has. Sometimes people hide behind social masks; we may not know the people well. Conclusion: the evaluation is very subjective.
The original hierarchy of needs five-stage model includes:
Also, people sometimes have psychological abnormalities, so the motivational driver can be chosen wrongly as well. Anyway, this article was really detailed and informative in theoretical view. Over a month ago Michele wrote.
Hi mapett, We like to hear that our articles are helpful in completing university assignments. The author for all of our articles is Mind Tools. We also do not date our resources as we update them frequently. It is acceptable to cite an article without a publication date.
By determining which motivating factor is the dominant one for the people on your staff, you can then tailor your approach specifically to give them what they need. The three motivators are:. According to this theory, the main source of motivation for any individual can be found within one of those three categories.
The person who is motivated by sheer achievement is usually one who will relish in the opportunity to both set and accomplish goals. This is, in many ways, the ideal attitude for an employee to have. Motivated simply by the process of finishing their work in a manner that they are proud of, an achievement-motivated employee is unlikely to need much in the way of external motivation. With that said, this type of person will usually appreciate the feedback and praise that comes with a job review. Although they usually thrive when working on an individual basis rather than as part of a team, this person can be an extremely valuable member of your organization.
In a lot of ways, this next person is the opposite of the person who is motivated by achievement. Rather than wanting to work alone in order to feel the sense of accomplishment that comes along with a job well done, the person motivated by affiliation wants to work as part of a group.
Theory of Human Motivation
If your business is one that requires a high level of teamwork and cooperation across the staff, having employees that fit into this mold is going to be an advantage. When trying to facilitate teamwork, it can be hard to keep people happy who are motivated by individual achievement and success rather than the progress of the group. When someone is happy to just be affiliated and contribute their part to the greater good, the process of collaboration runs much more efficiently.
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The title of this category says it all — this person is motivated by power. They want to control the others in the group, and they are motivated by the opportunity to do so. This is the kind of person who will thrive in, rather than run away from, a competitive environment. Status plays a big part of keeping this type of person motivated, so things like job titles are going to be effective motivators.
Making sure that this type of person winds up in the right space for their mindset and attitude is important to their long-term productivity. Human beings are endlessly complicated creatures, and their underlying motivations are just one of many complex layers that you need to understand as a manager or business owner.
Related Human Motivation
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