People tend to develop certain motivational drives as a product of the cultural environment in which they live, and these drives determine the way people view their jobs and approach their lives. Much of the interest in these patterns of motivation was generated by the research of David C. McClelland of Harvard University.
Achievement Motivation
It is a drive some people have to pursue and accomplish goals. An individual with this drive desires to accomplish objectives and move up the ladder of success. Accomplishment is seen as significant primarily for its own sake, not just for the rewards that accompany it. A number of characteristics define achievement- oriented employees.
Affiliation Motivation
It is a drive to relate to people on a social basis. Comparisons of achievement-motivated employees with affiliation-motivation employees highlight how the two patterns impact behaviour.
Power Motivation
It is a capability that one man has to influence the behaviour of the other that means the other man acts in tune with the first man’s wishes. This implies a scope that need not to be actualized to be effective and a dependency relationship. Power may exist but may not be used and that is why we call it as capacity or potential. Power is also said to be a function of dependency, for example: The greater the other man’s dependence on the first, greater is the first man’s power in the relationship. A person can have a power on other if he controls something, which the other one desires. Leaders achieve goals through the means of power that makes it possible to achieve goals. Power comes from two sources namely, formal and personal.
