High Performance LeadershipSM Journal
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Human Motivation & Behavior: The McClelland Method
By http://futurethought.biz
Monday, November 18, 2002
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(familiarity with an industry, product, category, etc.)
align the Intrinsic Motivation
of employees
SKEW to SKEEM . . .
Employee Motivation)
The Social Motive Conundrum
Most employees are de-motivated whenever they perform work
or whenever their supervisor communicates with them,
and neither the employee nor the supervisor are aware of it.
The Explanation
Where the McClelland Method(SM) is neither understood nor applied:
- Employees are assigned to jobs without their personal motive profile being matched
with the motive demand of the work; therefore, most employees are subconsciously de-motivated by their work
- Supervisors communicate with employees using an assortment of non-specific communication styles
rather than social motive-congruent communication styles; therefore,
most employees are subconsciously de-motivated by their supervisors’ communications
- Employees and supervisors are not aware of the de-motivating climate because they are not aware
of the existence or mechanism of intrinsic motivation nor the differences between intrinsic and extrinsic motivation
Principles of the McClelland Method(SM)
All work exerts a motive demand on jobholders:
-
Need for Achievement (nAch)
- Need for Affiliation (nAff)
- Need for Power (nPwr)
The Recommended Action
and make it work for the organization instead of against it.
For information, contact McClelland Method Consultant Jerry Vice.
The McClelland Method(SM) Social Motive Profile reveals intrinsic motivation.
It does not measure skill, knowledge, education or experience. Information provided
by such instruments should only be used as one element of a comprehensive assessment
process that includes other sources of information such as personal interviews,
performance reviews and reference checks.
McClelland Method(SM) is a service mark of Alliance Consulting, Redmond, WA.
The one single motivating factor which has received the most attention in terms of research, is the need for achievement (n-ach). As a result, we know more about n-ach than any other motivational factor. Much of this knowledge is due the work of David McClelland of Harvard. To illustrate what he means by the need for achievement, McClelland cites the following example: "Several years ago, a careful study was made of 450 workers who had been thrown out of work by a plant shutdown in Erie, Pennsylvania. Most of the unemployed workers stayed at home for a while and then checked with the employment service to see if their old jobs or similar ones were available. But a small minority among them behaved differently; the day they were laid off, they started job hunting . . . You're about to view the Web in a whole new way. When you select the The Need for Achievement - David McClelland
"View Now!" button, a sequence of web pages will launch in rapid succession. 
(http://managementlearning.com/)
A small control panel will appear in the foreground or background. Use the
control panel to control the presentation--or let it run automatically.
