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But what happens when there is not enough motivation among the employees?<br />LESS or NO MOTIVATION = DEMOTIVATION<br />The belief that it is important to meet or exceed a standard of excellence.<br />Focus upon:<br />Out-performing others<br />Performing against internal standards of excellence<br />Achieving unique or innovative accomplishments<br />Long-range career planning<br />If you scored highest in Achievement:<br />You place importance on doing things better, faster or in new ways<br />You want to use time well and get frustrated by time-wasting<br />You can see organizational politics as a waste of time<br />Given the choice of doing something yourself or delegating, you would probably choose to do it yourself<br />The belief that establishing and maintaining close, friendly relationships is important<br />Focus upon:<br />Being liked, accepted and popular<br />Concern about separation or disruption of relationships<br />Seeing group tasks as primarily social activities<br />If you scored highest in Affiliation:<br />You place highest priority on avoiding conflict and maintaining good relations<br />You are concerned about people’s feelings<br />You take time to socialize at work and are in touch the ‘grapevine’<br />If you had to delegate to someone who might resent the extra work, you would most likely do it yourself<br />The belief that having an impact matters.<br />Focus upon:<br />Feeling – or being perceived as – strong, effective and influential<br />Taking forceful actions that affect people<br />Giving unsolicited support or advice<br />Influencing, persuading or making a point<br />The value for Power can take 2 forms:<br />1. Personalized Power – used for self-benefit<br />2. Socialized Power – used for the benefit of others<br />If you scored highest in Power:<br />You are most concerned with having impact on events and people<br />You make a point of understanding organizational politics and influential relationships<br />When used as socialized power and given the choice of doing something yourself or delegating, you would prefer to let the other person complete the task so that they can learn and develop.<br />Low JOB REQUIREMENTSPERSONAL VALUESLow in Imp.Not important to you+Not necessaryin your job=No TensionNot important to you+Necessary in your job=TensionImportant to you+Necessary in your job=No TensionImportant to you+Not necessary in your job=TensionHigh in ImpHigh<br />DEALING WITH TENSION<br />A change in your personal or material desires<br />Exposure to new influences<br />The recognition of the negative results of your current values<br />Immersion in a new environment<br />Motivation is the driving force by which humans achieve their goals. Motivation is said to be intrinsic or extrinsic. The term is generally used for humans but it can also be used to describe the causes for animal behavior as well. This article refers to human motivation. According to various theories, motivation may be rooted in a basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, selfishness, morality, or avoiding mortality. Conceptually, motivation should not be confused with either volition or optimism. Motivation is related to, but distinct from, emotion.<br />Internal and External Forces<br />People can be motivated by such forces as beliefs, values, interests, fear, and worthy causes. Some of these forces are internal, such as needs, interests, and beliefs. Others are external, such as danger, the environment, or pressure from a loved one. There is no simple formula for motivation — you must keep a open viewpoint on human nature. There is a complex array of forces steering the direction of each person and these forces cannot always be seen or studied. In addition, if the same forces are steering two different people, each one may act differently. Knowing that each person may react to different needs will guide your decisions and actions in certain situations.<br />Achievement Motivation<br />Achievement motivation, also referred to as the need for achievement (and abbreviated n Achievement), is an important determinant of aspiration, effort, and persistence when an individual expects that his performance will be evaluated in relation to some standard of excellence. Such behavior is called achievement-oriented.<br />Motivation to achieve is instigated when an individual knows that he is responsible for the outcome of some venture, when he anticipates explicit knowledge of results that will define his success or failure, and when there is some degree of risk, i.e., some uncertainty about the outcome of his effort. The goal of achievement-oriented activity is to succeed, to perform well in relation to a standard of excellence or in comparison with others who are competitors (McClelland 1961, chapter 6; Atkinson 1964).<br />The topic is obviously of practical importance in education and industry. It is related to traditional sociological interest in the determinants of mobility; and through McClelland’s (1961) study of its relationship to entrepreneurial activity, it has become a matter of considerable interest to economists, historians, and others concerned with economic development.<br />Individuals differ in their strength of motive to achieve, and various activities differ in the challenge they pose and the opportunity they offer for expression of this motive. Thus, both personality and environmental factors must be considered in accounting for the strength of motivation to achieve in a particular person facing a particular challenge in a particular situation. The very same person may be more strongly motivated at one time than at another time, even though in most situations he may generally tend to be more interested in achieving than other people.<br />Basic problems. The basic psychological problems are (a) the dynamics of achievement motivation, i.e., the nature of the joint influence of personality and environmental challenge on the strength of motivation and the consequent effects on behavior; (b) the refinement of diagnostic tests of achievement motivation; and (c) the development of individual differences in achievement motive. Of more general interest is the analysis of social origins and social consequences of achievement motivation.<br />Affiliation motivation<br /> (N-Aff) is the need for human relationships and for meaningful social contact. It was studied by David McClelland developed scales to measure it <br />Those with a high need for affiliation need harmonious relationships with other people and need to feel accepted by other people. They tend to conform to the norms of their work group. High nAff individuals prefer work that provides significant personal interaction. They enjoy being part of groups and when not anxious make excellent team members, though sometimes are distractible into social interaction. They can perform well in customer service and client interaction situations. <br />