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McClelland's research showed that 86% of the population are dominant in one, two, or all three of these three types of motivation. His subsequent research, published in the 1977 Harvard Business Review article "Power is the Great Motivator", found that those in top management positions had a high need for power and a low need for affiliation ...
A Theory of Achievement Motivation, By John William Atkinson and Norman T. Feather, Volume 6, Wiley, (1966), Krieger Pub Co (June 1, 1974), ISBN 0-88275-166-2 Motivation and Achievement , By John William Atkinson and Joel O. Raynor , Winston; [distributed by Halsted Press Division, New York] (1974) ISBN 0-470-03626-5 , ISBN 978-0-470-03626-6
Need for achievement is a person's desire for significant accomplishment, mastery of skills, control, or high standards. The psychometric device designed to measure need-for-achievement, N-Ach , was popularized by the psychologist David McClelland .
Expectancy–value theory has been developed in many different fields including education, health, communications, marketing and economics. Although the model differs in its meaning and implications for each field, the general idea is that there are expectations as well as values or beliefs that affect subsequent behavior.
In his later research, McClelland refined his theory to include two distinct types of power motivation: the need for socialized power, expressed on the TAT by descriptions of plans, self-doubts, mixed outcomes, and concern for others, and the need for personal power, expressed by stories in which one individual seeks power and must oppose ...
In 1938, the American psychologist Henry Murray developed a system of needs as part of his theory of personality, which he named personology.Murray argued that everyone had a set of universal basic needs, with individual differences among these needs leading to the uniqueness of personality through varying dispositional tendencies for each need; in other words, a specific need is more ...
Principle 1: Motivation and volition. The first principle suggests that one should divide the health behavior change process into two phases. There is a switch of mindsets when people move from deliberation to action. First comes the motivation phase in which people develop their intentions. Afterwards, they enter the volition phase.
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