less they develop their human skills. Being a good producer is not sufficient to make an effective manager.McClelland has found that achievement-motivated people are more likely to be developed in families in which parents hold different expectations for their children than do other parents.More importantly, these parents expect their children to start showing some independence between the ages of six and eight, making choices and doing things without help, such as knowing the way around the neighborhood and taking care of themselves around the house. Other parents tend either to expect this too early, before children are ready, or to smother the development of the personality of these children.One extreme seems to foster passive, defeated attitudes as children feel unwanted at home and incompetent away from home. They are just not ready for that kind of independence so early. The other extreme yields either overprotected or over-disciplined children. These children become very dependent on their parents and find it difficult to break away and make their own decisions.The Herzberg link?McClelland's concept of achievement motivation is also related to Herzberg's motivation-hygiene theory. People with high achievement motivation tend to be interested in the motivators (the job itself).Achievement-motivated people want feedback. They want to know how well they are doing on their job. On the other hand, people with low achievement motivation are more concerned about the environment. They want to know how people feel about them rather than how well they are doing.SummaryAccording to David C. McClelland's research, achievement-motivated people have certain characteristics in common, including; the capacity to set high ('stretching') personal but obtainable goals, the concern for personal achievement rather than the rewards of success, and the desire for job-relevant feedback (how well am I doing?) rather than for att...
