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John William Atkinson developed the expectancy–value theory in the 1950s and 1960s in an effort to understand the achievement motivation of individuals. [1] In the 1980s, Jacquelynne Eccles expanded this research into the field of education. [1]
John William Atkinson, 1985. John William Atkinson (December 31, 1923 – October 27, 2003), also known as Jack Atkinson, was an American psychologist who pioneered the scientific study of human motivation, achievement and behavior.
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 .
Atkinson & McClelland's Need for Achievement Theory is the most relevant and applicable need-based theory in the I–O psychologist's arsenal. Unlike other need-based theories, which try to interpret every need, Need for Achievement allows the I–O psychologist to concentrate research into a tighter focus.
An example of achievement motivation in sports is a person who challenges stronger opponents in an attempt to get better. [107] Human motivation is sometimes contrasted with animal motivation. The field of animal motivation examines the reasons and mechanisms underlying animal behavior. It belongs to psychology and zoology. [108]
Achievement motivation was studied intensively by David C. McClelland, John W. Atkinson and their colleagues since the early 1950s. [75] This type of motivation is a drive that is developed from an emotional state.
David Clarence McClelland (May 20, 1917 – March 27, 1998) was an American psychologist, noted for his work on motivation Need Theory.He published a number of works between the 1950s and the 1990s and developed new scoring systems for the Thematic Apperception Test (TAT) and its descendants. [1]
Need theory, also known as Three needs theory, [1] proposed by psychologist David McClelland, is a motivational model that attempts to explain how the needs for achievement, affiliation, and power affect the actions of people from a managerial context.