Motivation is an impulse
that underlies an individual behaving in order to achieve desired objectives.
Achievement motivation showed a boost individual to produce achievements that
result in accordance with the expectations of the individual. The theory of
achievement motivation will explain the things that cause an individual is able
to produce the interpretation of high and low achievement.
Behavior is basically oriented goals
(goal-oriented). In other words, our behavior motivated by a desire to achieve
certain goals. The specific objectives are not always known consciously by the
individual. Individual behavior is not always obvious to our thinking consciously.
Drives that motivate individual behavioral patterns of special (personality) to
a certain level take place in our subconscious because they are not easily
tested and evaluated. Freud was one of the first to detect the importance of
motivation in the unconscious (subconscious motivation).
Motivation cannot be seen (intangible),
which can be seen is behavior. Motivation is a hypothetical construct that is
used to explain the behavior and should not be confused with the behavior. Much
current organizational behavior theory that recognizes "the central role
of motivation", it is important to re-emphasize the behavior (behavior reemphasize)
(Luthans, 1995).
The theory states that the
motivation of achievement needs variety according to the strength of one's
needs for achievement. Henry Murray, a psychologist presents a list (taxonomy)
of the needs (Human). It was he the first to draw attention to the need to
achieve the feat. Murray formulates the need for achievement as a desire to :
"... Carry out a task or a difficult job. Master, manipulate or organize
physical objects, people or ideas to implement these things as quickly as
possible and as independently as possible according to the conditions
prevailing. Overcome obstacles, achieve high standards. Peak performance for
themselves. Able to win in competition with others. Improve them through the
application of talent successfully. (Murray, 1938 and Winardi, 2011). The need
of achievement motivation of every individual who wants to make its presence.
Many research has been conducted to determine the motive of achievement
contained in the individual. McClelland (1961) is an early pioneer in which he
pointed out that the need to explore the information contained within the
individual can be measured by means of revealing what they feel under
controlled circumstances, by using a measuring instrument personalities Thematic
Apperception Test (TAT). The impetus of the need for achievement is one of the
most important needs that must be owned by an individual in order to compete
with other individuals or to survive in a difficult situation. Mc Clelland with
three major needs in motivation among others :
1.
Need
for Achievement ,
Mc Clelland found that there is the positive
correlation between achievement, motivation, and success (Schultz 1979).
According to McClelland (1961) achievement motive explains that the individual
will do something with persistent and risk his job is moderate, then he will
work more accountable and obtain feedback on performance. This leads to the
interests of the future than the past or the present and the individual will be
stronger in the face of failure because he is able to estimate the situation
that would come to get a better performance at work .
2.
Need
for Power ,
McClelland (1961), in the context of
the organization of motive power is divided into two forms : positive and
negative. The negative form of motive power may be reflected from the desire of
individuals to influence and dominate others for the sake of their personal
interests. Such circumstances can cause a variety of problems in the
organization, especially the problems associated with the relationship between
individual affiliates or individual with the group (Schein, 1988). In contrast
to the more positive form of motive power plays an important role in improving
an organization. McClelland (1961) says that a manager who holds the responsibility
of administrating an organization should use its power against an employee for
his achievement is not good. In such circumstances, the manager must motivate
and direct the employees to show better performance so as to achieve
organizational goals.
3.
Need
for Affiliation
According to Boyatzis (1972), the
affiliation motive has two forms, namely the guarantee affiliation (affiliative
assurance) and interest affiliative (affiliative interest). Individuals who
have a high affiliative motive guarantee will always anticipate the feelings
and views of those who lay beneath both to themselves and their duties. He will
try to gain acceptance and approval from existing employees. Therefore, the
manager will put the excitement so subordinate as the most important thing. He
will also feel happy to give negative feedback to subordinates respectively.
This attitude raises hopes that manager does not want to create conflict
situations among superiors and subordinates.
McClelland pays attention
to economic growth in developing countries. He has drafted a training program that
is expected to increase the achievement motivation and managers of
entrepreneurial activity. McClelland also advises that effective managers
should have high power needs (high need for power) who score high hurdles. More
power is directed to the organization and to give attention to the goals of the
group and used for the benefit of others.
Reference
:
Luthans, Fred. 1995. Organization Behavior. Mc Graw Hill Book
Company, New-York.
McClelland, D.C.,
&Liberman, A. M. 1961. The Effect of
Need For Achievement on Recognition of Need Related Works. J. Pers, 18, 236
-251.
Murray, Henry D. 1938. Exploration in Personality. Jhon Wiley
& Sons, New York. Dalam, Winardi.J. 2011. MotivasidanPemotivasian. PT.RajaGrafindo: Jakarta
Schein, Edgar H. (1988). Organizational Psychology (Foundations of
Modern Psychology). Pearson: United Kingdom
Schultz, D.P. 1979. Psychology in Use: An Introduction to
Applied Psychology. New-York: MacMillan Press.
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