hubungi : Kanaidi, SE., M.Si (Penulis “Buku PERIKLANAN”, Service Quality and Motivation Trainer, Dosen Marketing Management, Praktisi Bisnis) email : kana_ati@yahoo.com atau kanaidi@yahoo.com atau kanaidi@poltekpos.ac.id atau kanaidi@posindonesia.co.id HP. 08122353284 PIN bb : 27CBC148 Facebook : Kanaidi Ken & Kanaidi Ken Part II

3. By : Kanaidi, SE., M.Si, cSAP
kana_ati@yahoo.com HP. 08122353284
Achievement Motivation in
Imaginative Thought
ACHIEVEMENT MOTIVATION
Training

4. Life Transitions, Career
Decisions, and the Workplace
Motivation and Learning Style
 Concern for a standard of excellence.
 Wanting to win or do well in competition.
 Self-imposed standards for good performance.
 Emotionally involved in attaining a goal.
 Involvement in a unique accomplishment,
invention or creation.
Remember :
Achievement Motivation

5. Life Transitions, Career
Decisions, and the Workplace
Motivation and Learning Style
Differences in How We Perceive
 Concrete Experience - “Feeling”
- Those who sense and feel tend more to the
experience itself
- They immerse themselves in concrete reality
- They perceive through their senses
- They are intuitive
 Abstract Conceptualization - “Thinking”
- Those who think through the experience tend more
to abstract dimensions of reality
- They analyze what’s happening
- Their intellect makes the first appraisal
- They “reason the experience

6. By : Kanaidi, SE., M.Si, cSAP
kana_ati@yahoo.com HP. 08122353284
Effect of Achievement Motivation,
Decision Making & Performance
ACHIEVEMENT MOTIVATION
Training

7. Do people with a high need for
achievement behave like this all the
time?
 Achievement-motivated people are not
gamblers. They prefer to work on a problem
rather than leave the outcome to chance.
Rewards and achievement-motivated people
Another characteristic of achievement-motivated
people is that they seem to be more concerned
with personal achievement than with the rewards
of success. They do not reject rewards, but the
rewards are not as essential as the
accomplishment itself.

8. Why do achievement-motivated
people behave as they do?
They behave like this because they habitually
spend time thinking about doing things better.
Examples
College students with a high need for
achievement will generally get better grades
than equally bright students with weaker
achievement needs.

9. Achievement-motivated people as
managers
 Achievement-motivated people can be the backbone
of most organizations. People with a high need for
achievement get ahead because as individuals they
are producers they get things done.
 When their success depends not only on their own
work but on the activities of others, they may be less
effective. Since they are highly job-oriented and work
to their capacity, they tend to expect others to do the
same. As a result, they sometimes lack the human
skills and patience necessary for being effective
managers.

10. • Predicts that achievement motivation is
generated through a combination of
personality and situational factors.
• They view achievement motivation as a
personality trait which is activated by a
situation. The situation comprises the
probability of success and the incentive value
of success.
Atkinson and McClelland
Probability of success- The extend to which success is likely. If
the task is found easy success is more
likely to happen.
Incentive value of success The degree of pleasure experienced
when success is achieved. The harder
the task the greater the incentive value.

11. By : Kanaidi, SE., M.Si , cSAP
kana_ati@yahoo.com HP.08122353284
Relation of Achievement Motivation
to Success in Managerial Work
ACHIEVEMENT MOTIVATION
Training

12. McClelland’s
Achievement Motivation Theory
 McClelland and colleagues studied the
behavioral effects of three needs
 Need for Achievement
 Need for Power
 Need for Affiliation
Emphasized the Need for
Achievement, although they
investigated all three needs

13.  Need for achievement and behavior
 Money: important to both high and low
achievers, but for different reasons
 High achiever wants concrete feedback about
performance
 Making a profit, or receiving a bonus, is a
statement about success or failure
 Symbol of success and feedback about job
performance
McClelland’s
Achievement Motivation Theory . . .

14.  Need for Achievement and Need for
Power, some relationships :
– Strong Need for Power
person
• Draws attention
• Risk taking
• Present oriented
• Assesses situations for
change potential
– Strong Need for
Achievement person
• Task centered
• Future oriented
• Performs to internal
standard of excellence
McClelland’s
Achievement Motivation Theory . . .

15.  Need for Achievement and Need for
Power: some relationships (cont.)
 Both types of people important for
successful organizations
 Strong Need for Achievement managers
keep an organization going
 Strong Need for Power people bring
dramatic change and innovation
McClelland’s
Achievement Motivation Theory . . .

16. Employee motivation in the workplace
 The job of a manager in the workplace is to get
things done through employees.
 To do this the manager should be able to motivate
employees.
 But that's easier said than done! Motivation practice
and theory are difficult subjects.

17. SUCCESS
in
Managerial
Work
Hoppock
,1935 &
Robbins, 1992
The psychological
contract
reciprocal exchange
agreement : employees and
organizations (Rousseau,
1989)
Employees' Work
Attitudes
(Raja, Johns, &
Ntalianis, 2004)
Achievement Motivation :
mastery needs,
work orientation,
competition, and
personal unconcern
Work
satisfaction as
employees' :
• psychological,
• emotional, and
• physical feelings
as well as their
natural reaction to
their work
environment
(Hoppock ,1935)
Work satisfaction
as employees' :
• overall feelings
• evaluation of work,
including internal and
external returns,
• work attributes, and
• overall work atisfaction
(Robbins, 1992)
Relation of Achievement Motivation to Success in Managerial
Work

18. Contact Us :
Kanaidi, SE., M.Si (Trainer & Dosen, Penulis,
Peneliti, dan PeBisnis)
e-mail : kana_ati@yahoo.com atau
kanaidi@yahoo.com
Telp : 022-2009570 ext.118
Fax : 022-2009568 HP. 0812 2353 284
www.ken-kanaidi.blogspot.com
www.ken-sukses.blogspot.com
www.pemimpin.unggul.com
www.google.com “Sukses kanaidi”
www.formulabisnis.com/?id=ken_kanaidi
•Ω Problem Statement• Ω Mapping •Ω Strategic Direction • Conclusion