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Motivation

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Motivation: what keep you perform in a situation.

Do you know what makes a person survive at a job with productivity while others don’t? The answer is motivation. What is motivation? Motivation is a drive within-person that generates, maintains, and directs behavior towards a particular goal or target.

For example, Udin and Anto both worked at company X. Udin and Anto worked hard at first. After one year running, Anto began to feel bored because there was no career improvement. Anto hopes he can become a supervisor after one year of work. They found a fact that the supervisor’s position has been plotted for the family members only. This fact made Anto start lazily going to the office. His performance dropped drastically and finally, he decided to leave his job. Meanwhile, Udin felt very comfortable working at the place. It is because he felt all his colleagues and superiors were very kind to him. He did not feel disturbed by the fact that he could not rise his career after years. Since the company still increasing his salary annually.

According to the example mention, it is very clear that both of them have a different motivation in carrying out a job. According to McClelland, there are three types of motivation that underlie a person’s performance in a job. First, achievement is explained as the drive to excel and effort. Second, power or the drive to influence and manage other people. Third, affiliation is the drive to form and maintain a warm relationship with other people This motivation itself is unconscious, so people often do not realize the motivation that is on them.

To be a good leader, the need for power is needed, which influences and manages people as their main needs. However, it does not mean that people who have this need of power will become successful leaders. It must be seen again the need of power either for him/herself or for the team/ company. If personal power needs are very dominant, then this will affect the team’s low performance. Conversely, people with high affiliate needs are less suitable to be a leader because this type of person tends not to take the risk of damaging relationships with someone. Imagine, if there is a person in the team with a performance that tends to reduce the performance of the team and the person with the needs of the affiliate is leading, surely he or she will not be able to take a firm stand on the team members. Finally, McClelland considers that the need for achievement is better able to predict one’s success in a job when compared to intelligence itself. This is because people with a need for achievement usually have a competitive nature that will encourage someone to achieve a goal and develop.

Written By Vitri

The Psychology Book: www.dk.com

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