Staff Motivation &Nbsp; "Need" Philosophy

　　 Power needs It's a subconscious drive to influence others. People who have strong needs for power often think they should be opposed or appear in ways different from others.

Does a person have strong " Achievement needs "It determines whether or not he will succeed in his career. Whether an enterprise or a unit has a strong" achievement need "determines whether the enterprise or unit can succeed in business and work; whether a society has a strong sense of" achievement "or not determines whether the society will go to prosperity and prosperity. It is hard to imagine that a society full of decadence, enjoyment and extravagance will create a great power that stands tall in the forest of nations of the world.

Mcclelland made a deep analysis of the phenomenon of human history: detailed quantitative analysis can prove that in ancient Greece, Medieval Spain, from 1400 to 1800 in Britain, as well as many modern countries, whether capitalist or socialist countries, whether developed or developing countries, there are such phenomena. For example, in India's public primary school textbooks, there are many elements that encourage children to work hard, strive for self-improvement and achieve success, especially in Communist China. Compared with the two, China is more interested in improving its own country, while India still has quite a lot of fatalistic colors. Therefore, it is not surprising that our country will be squeezed into the developed countries after a long period of efforts. Therefore, state leaders should attach importance to the level and level of their people's achievement needs, and consciously train people's thoughts, especially those with slow economic development.

Take the United Kingdom as an example, around the year 1925, Britain ranked fifth children in 25 countries in terms of the content and content of children's reading achievement. At that time, the British economy was quite good, and it was one of the most powerful countries in the world. By 1950, the score in Britain dropped to twenty-seventh in 39 countries. At the same time, British leaders also felt the serious economic consequences of the disappearance of entrepreneurship.

Few scholars are like Mcclelland. Management practice The research has such a significant impact. In his book, there are four main themes directly related to management. First, he founded the theory of human motivation, and provided a practical basis for support and guidance. He believed that the most important concern in human needs is the need for achievement, the need to belong, and the need for rights and leadership. The two is to define motivation changes and provide empirical support for this theory, and carry out incentive, training and lasting research projects on individual levels, organizations, societies and countries around the world. The three is the development of testing and operation methods, such as topic awareness testing, behavior event interview and topic analysis test. These methods have been widely applied in research and practice fields. The four is about the research of work ability. Through the study of people from all walks of life, such as scientists, social workers, secretaries, presidents and so on, we find the close relationship between working methods and the application of these methods and job performance.

Human motivation

Mcclelland believes that human motivation is the awakening of special needs under specific circumstances. Motivation is "a recurring goal state, which is used to measure the driving forces that generate the needs, thus directly leading to the choice of personal behavior" (McClelland, 1985). In Henry. Based on the study of Henry Murra (1938), he further defined three special needs of human beings to explain most work related behaviors. These requirements are Need for achievement, Need for affiliation and power needs (Need for authority and power). From late 1940s to 1960s, most of his books focused on the need for achievement, but from the late 1960s to 1990s many works (McClelland, 197219751985), he also conducted in-depth research on the need for power.

The need for achievement is a subconscious drive for people's desire to do better and to aspire to better standards. People who have strong achievements need to evaluate themselves through the evaluation of themselves. They set goals and work hard to meet practical challenges, that is, although challenging, they are practical; they advocate personal activities; they enjoy "scoring" entertainment activities, such as golf and bowling; they like jobs that can clearly see their achievements, such as sales positions or owners or managers of small companies.

Power need is a subconscious drive to influence others. People who have strong needs for power often think they should be opposed or appear in ways different from others. They seek leadership in social organizations, professional associations and work; they are gambling, drinking and acting radically; they like high pressure, socially competitive sports, such as tennis or soccer; they like to accumulate prestige and like jobs that can help or influence others, such as teachers, priests and managerial positions.

The need for belonging is a subconscious drive to build a warm, intimate relationship and friendship. People who have strong needs do often choose to spend more time with close friends or important people than others. They write regularly or make long-distance calls to friends and family. They like to work in groups and are very sensitive to the reactions of others. They like cooperative activities, such as no competition, such as picnic, and work that can be intimately contacted with others, such as teaching children and being counselors.

The works of Mcclelland and his colleagues have shown the importance of the "mode" of individual motivation - everyone has these motivations at different levels, but relative motives are different. It is this intensity of personal motivation that affects people's performance and success. For example, high achievement needs, low attribution needs and moderate power needs are the characteristics of successful entrepreneurs all over the world. High power needs, moderate or low attribution needs, moderate achievement needs and high activity control (a measure of self-control) are the characteristics of effective leaders and medium-sized business executives (McClelland and Boyatzis, 1982). Moderate achievement needs, moderate attribution needs and moderate power needs are the characteristics of Lawrence and Lorsch (1967).

In addition to studying the level of personal motivation, Mcclelland also conducted a series of research on motivational trends at the national and social levels. He established the motivation theory of cultural expression patterns, such as literary works, hymns, folk songs, etc.

These incentives have aroused great interest in practitioners, academics and scholars in management theory, human resources and organizational development. Mcclelland's definition, data and application results are regarded as the most useful method in the field of motivation theory research by Toch Ross accounting consulting company (Miller, 1981) and widely quoted. The initial attraction of this method stems from an interesting phenomenon discovered by Mcclelland in enterprise practice. The essence of motivation is actually making people work harder or use it to deal with problematic employees. The glamour of this theory is that it enables people to easily remember three levels of need and enable people to remember their motivational patterns decades later, even if they forget what factories and seminars they are making. From a rational level, people always try to show their best side to others, try to make their actions more reasonable, and Mcclelland's theory and method can discover the latent consciousness of people, help people reveal their personal motives hidden behind reason, and let us know that almost all the distribution of motivation is closely related to the effectiveness of work. Finally, it categorization of human behavior is reasonable, so if a person does not like their motivation distribution or thinks their motives hindered their realization, they can easily change their motivation.

{page_break}

Changing motivation and motivating environment

From an occasional conversation, Mcclelland and several colleagues began to redouble their efforts to explore the possibility of changing their motivation. And the concept is surprisingly simple: if you know how people think and act under specific motives, can they change their motivation simply by changing their thinking and action? The simple answer is "yes". By conducting experiments in several countries, they drew several observations: (1) people can change the relative weight of their motivations (forming a general framework for their motivational patterns); (2) people can only change what they want to change (you can not change other people's motives); (3) no environmental support (such as support for standards and values of individuals connected to the work team or working environment) will not change; (4) any attempt to change motivation will increase people's awareness of effectiveness.

Mcclelland's earliest attempt was to train business owners and managers of small companies to achieve the goal of stimulating business and economic development. These attempts were first successful in India and other countries (McClelland and Winter, 1969), and later in the experiments on the owners of a handful of small companies in the United States (Miron and McClelland, 1979). This method was later extended to power motivation in order to help alcoholics (McClelland, 1972) and McClelland and Burnham (1976) and even to community building (McClelland, 1975).

Mcclelland summed up this approach: enabling people to get feedback from their current mode of thinking (motivation) and behavior, to help people understand the relationship between motivation and success, to encourage people to set goals, to develop practical plans with new thinking patterns and actions, and to try to create support systems (now we call support teams, learning teams or self-designed learning teams), and regularly reassess progress made in achieving their goals. It is an authorized message, but many sceptics question the validity of these projects. So Mcclelland began to study the effectiveness. Longitudinal research was introduced to companies, organizations and schools in India and the United States, and the conclusion was completely open for reference. The conclusion reached is clear: these projects are effective. When people follow most of the projects, people will feel more control over their lives. When expectations change or fail to be realized, some suggestions of motivation change theory proposed in 1965 will be overlooked.

Testing, measuring and operating methods

If there is no operational measurement, research on motivation and motivation changes will not be possible. For decades, Mcclelland advocated the use of operational methods (a test to test the corresponding thoughts and actions produced when people were stimulated), and compared the data obtained from research with the scores obtained from the traditional "reaction test" (test required a non real answer, or sorting every typical problem in a series of questions).

People show their thoughts, feelings, actions and choices through operational measurements. For example, in the thematic perception test, the subjects need to look at the picture for about a minute, then plot and tell some stories about the plot. The meaning expressed by the selected picture is not very clear, and it gives the respondents wide response space. In a behavioral event interview (a change of key event interview), the subjects were asked to tell which period of time they felt that the work was effective. Thematic analysis tests require people to compare and compare two stories to test their McClelland and Winter (1978). The response of the subjects is usually recorded by recording, but when many methods of operation can not be displayed through paper and pen, they are often used as measurement rather than testing.

Through comparison with response tests, Mcclelland provided convincing facts to prove the effectiveness of these methods: (1) more effective criteria were provided; (2) reliability of retest would not rise; (3) higher sensitivity (able to distinguish mood changes, form differences and other sensitivities and dynamic changes of people's thoughts and behaviors); (4) higher singleness, lower multiple collinearity probability; (5) more significant development for individuals and organizations (McClelland, 1985).

The most critical step is to carefully study and maintain the ethical standards of operational methods. Mcclelland developed thematic analysis from a highly uncertain form of clinical art to a formal research method (Smith et, 1992; Boyatzis, 1996). In order to achieve effectiveness, the decoding of original information requires multiple opinions to maintain coordination or higher measurement reliability. Without a clear code manual, it is very difficult to obtain credibility. Many new measurement methods have been introduced through the use of code manuals and reliable decoding. These measurements have successively conducted a creative survey of people's motivation, technology and school's effect on promoting students' personal development.

There is very little training on how to use this method of operation. Only in some reports that researchers actually use this method of operation can we get some information. Many of Mcclelland's former students had the opportunity to attend a seminar on the subject analysis course taught by Professor Mcclelland at Harvard University. Some schools offer expert seminars or doctoral courses in thematic analysis courses, including Boston University, Wesley College and University of Michigan.

Without these methods, it is very difficult to find and motivate the relevant thinking process and behavior. When a rowing boat crosses the intelligent River and reaches the shore from the other side of the study, these operational methods become the oars on the rowing boat.

Work ability and human resources development

The method of operation also reveals the insight and accuracy in assessing individual abilities. On the basis of early research on motivation, Mcclelland and others have conceptualized a series of skills as criteria for assessing individual abilities. By comparing his early personality theory, we will find that Mcclelland and his colleagues expanded their exploration of abilities in the early 1970s. In his research, the definition of working ability is different from many behaviorists' understanding of technology, because the definition of working ability requires people to try to understand, thus exceeding the observation category of human action. This study emphasizes the characteristics of people rather than their tasks.

Using operational methods to explore the differences between excellent executors and ordinary (or backward) executors in thinking, feeling and action can set up a competency model, and use models to examine the performance of specific organizations. Such studies are conducted for workers in different industries, including bank tellers, social workers, police, priests, generals, commanders, sales representatives, scientists, programmers, consultants, marketing managers, project managers, and so on. The ability assessment method gives us an image of how a good worker thinks, feels and acts in his working environment. This graph provides us with learning cases and models to help people work or inspire people to develop their abilities. The focus of attention is always on outstanding or outstanding performers. It is not because others have no value or contribute to the organization, but because the elite team (the staff of every 5%~10% in each organization) provides the role model guidance, which is the hope of their colleagues.

When organizational specialization is used for job capability assessment, they develop basic competency training programs, career path systems (not just a series of plans), developmental assessment projects, training and guidance projects, recruitment, selection and promotion systems, or even incentive payment methods. This goal has increased the proportion of outstanding staff in each working group. When giving organizational help, competency models and practical applications also provide guidance, encouragement and methods for people to develop their abilities, which are urgently needed by them.

The four themes that are impressive are just Mcclelland's contribution to management development. He personally trained a large number of scholars, advisers and leaders to stimulate their thirst for knowledge, to guide and motivate them to contribute to their field, and to practice management theory. He was one of the 14 founders or important directors of the for-profit and non-profit consulting companies, the most famous one being McBer (now part of the Hay/McBer).

Mcclelland's entire career and his writings are sending us these messages. First of all, good theoretical research is the result of the interaction of knowledge in many disciplines. It needs to see the link between psychology, sociology, anthropology, medicine and other disciplines. Research is a bridge between theory and practice. Secondly, phenomena are complex and diverse. Therefore, we need to interpret phenomena from multiple perspectives, which requires creativity, flexibility and hard work. Last but not least, Mcclelland's optimism. He thought, "if we can know how things work, we can finally change it."

From the perspective of psychology and business management, Mcclelland has widely applied the theory of encouragement to the whole human society and used it to observe, analyze and transform the society. This is indeed a pioneering exploration. It is undoubtedly of great practical significance for us to realize the great cause of prosperity and prosperity today.

　　 We need to keep vigilant at all times. We should use Mcclelland's successful motivation theory to enrich and develop the strong "achievement needs" of our nation, and inspire our generation of juveniles, youths and adults to make every enterprise of our country a vibrant "evergreen enterprise" and forge our nation to be a youthful country full of vigor and vitality.