1. Copyright © 2000 by Harcourt, Inc. All rights reserved. The Nature of Motivation Motivation is a complex phenomenon Motivation is a complex phenomenon  Motives can’t be observed, only inferred from behavior of others  Some motives remain active even when original goal is attained

3. Copyright © 2000 by Harcourt, Inc. All rights reserved. Maslow’s Hierarchy of Needs Explained essential needs for healthy psychological development Explained essential needs for healthy psychological development Needs tend to be hierarchical Needs tend to be hierarchical Lower needs associated with essential survival and social relations Lower needs associated with essential survival and social relations Higher needs associated with self-esteem and fulfillment Higher needs associated with self-esteem and fulfillment

4. Copyright © 2000 by Harcourt, Inc. All rights reserved. Maslow’s Hierarchy of Needs (cont.) Deficiency needs: Must be satisfied to ensure existence and security; (lower order needs) include physiological, safety, social needs Deficiency needs: Must be satisfied to ensure existence and security; (lower order needs) include physiological, safety, social needs Growth needs: Concerned with personal development and realization of one’s potential; (high order needs) includes esteem and self-actualization Growth needs: Concerned with personal development and realization of one’s potential; (high order needs) includes esteem and self-actualization

6. Copyright © 2000 by Harcourt, Inc. All rights reserved. Criticisms of Maslow’s Work Center on the basis of his work with neurotic patients Center on the basis of his work with neurotic patients The hierarchy he proposes may not be consistent for all individuals The hierarchy he proposes may not be consistent for all individuals

7. Prentice Hall, 2000Chapter 47 The Theory of Needs DavidMcClelland The Theory of Needs DavidMcClelland Need for Achievement(nAch) Achievement(nAch) Power(nPow) Power(nPow) Affiliation(nAff) Affiliation(nAff)

8. Self Assessment Questionnaire What Motivates You? 1. Label each of the 15 statements according to how accurately it describes you. Place the appropriate number from the scale below on the line before each statement. Not Like MeSomewhat Like Me Like Me Not Like MeSomewhat Like Me Like Me 1 2 3 4 5 1 2 3 4 5 ______1. I enjoy working hard. ______2. I enjoy competition and winning. ______3. I want/have lots of friends. ______4. I enjoy a difficult challenge. ______5. I enjoy being in charge. ______6. I want to be liked by others ______7. I want to know how I am progressing as I complete tasks. ______8. I confront people who do things I disagree with. ______9. I tend to build close relationships with co-workers. _____10. I enjoy setting and achieving realistic goals. _____11. I enjoy influencing other people to get my way. _____12. I enjoy belonging to groups and organizations. _____13. I enjoy the satisfaction of completing a difficult task. _____14. In a leaderless situation I like to take charge. _____15. I enjoy working with others more than working alone.

9. Motivation Self-Assessment Before scoring your answers, predict which of the following describes your most powerful motive: Before scoring your answers, predict which of the following describes your most powerful motive: a. I like to be accurate and effective at what I do. I seek challenging activities and want lots of feedback on my performance (Need for achievement). b. I like to be in control and have influence. I am willing to confront others (Need for power). a. I like close relationships with others. I enjoy working in groups and sharing ideas (Need for affiliation). b. Now, compare your prediction to your score on the Motivational Questionnaire by completing the following scoring key.

10. To determine your primary need, add your scores for each statement within each of the following categories. AchievementPowerAffiliation 1. ____2. ____3. ____ 4. ____5. ____6. ____ 7. ____8. ____9. ____ 10. ____11. ____12. ____ 13. ____14. ____15. ____ Totals:____ _____ ____ The highest score is your primary motive.

11. Traits of High-Need Achievers Set moderately difficult goals and make moderately risky decisions Set moderately difficult goals and make moderately risky decisions Want immediate and specific performance feedback Want immediate and specific performance feedback Preoccupied with task Preoccupied with task Assume personal responsibility Assume personal responsibility

12. Traits of High-Need Affiliators Desire reassurance and approval from others Desire reassurance and approval from others Genuine concern for feelings of others Genuine concern for feelings of others Conform to the wishes of others, especially those with whom they desire friendship Conform to the wishes of others, especially those with whom they desire friendship

13. Traits of those with High Need for Power Try to influence others Try to influence others Seek position of leadership Seek position of leadership Verbally fluent, talkative Verbally fluent, talkative  Personal orientation – dominate for sake of dominating  Institutionalized orientation – more concerned with the good of the organization