From the author:
Motivation is chefsache
When it comes to the motivation of one's own employees, the uncertainty among executives is often great. Regardless of their experience, they find it difficult to identify what is really motivating:
- The dear money?
- The expensive service car?
- Or rather family-friendly working hours?
- Or praise?
Perhaps employees even want everything together or none of the above points ...
Find inside impostors
Everyone drives something different. In order to find out these inner impulses, we use the methods of modern psychology of behavior and thus obtain clearly defined motifs. All of them benefit:
- Companybecause motivated employees show more commitment and are more efficient.
- Personnel managers are responsible for the fact that they are able to implement development measures in a way that is accurate.
- And last but not least, the employees: they value each other by being addressed and used in the way that suits their individual personality.
The motivation as a basis
The teachings of the American behavioral researcher David McClelland distinguish three fundamental motifs:
- Friendship / affiliation
One of these three forces, or any mixture of them, drives every human being. The pursuit of financial wealth and prestige (power) or knowledge and perfection (performance) are only subcategories of the three sizes. In management practice, however, the concept of motivation is so much mistaken.
Motives are not learnable
Motives are often wrongly classified as “learnable” expressions of behavior. In truth, however, motives are firmly anchored in the personality profile and therefore require certain behavior patterns.
How do motifs become apparent?
For example, a friendship-motivated person will be able to compensate well. By implication, he finds it difficult to impart unpopular decisions. Power-motivated people are usually more decisive and more effective - ideal for outstanding managers - but they may ignore legitimate technical objections.
Performance as a motive produces conscientious, thorough personality types. Performance-motivated people strive to achieve the best possible results, but sometimes get bogged down in detail. In addition, the interpersonal contact is often on the line.
There is no "good" or "bad"
Everyone evaluates the three motives differently based on their own preferences and experiences. An evaluation is not worth striving for. There are simply no "good" or "bad" motives.
No motive type has strengths or weaknesses. Each of the three main motives includes a specific profile of strengths and weaknesses, which can be used by decision-makers as a guide to leadership and development.
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