Need for Achievement (nAch) as a Selection Criteria

Introduction

The concept of "need for achievement" (nAch) has been a critical area of interest in psychology and organizational behavior. Originally introduced by David McClelland, need for achievement refers to an individual's desire to excel, achieve in relation to a set of standards, and strive for success. This trait is particularly significant in the context of employee selection, as it can predict job performance, motivation, and overall organizational success.

Theoretical Background

McClelland's Theory of Needs posits that nAch is one of three primary drivers of human behavior, along with the need for power and the need for affiliation. Individuals with a high need for achievement are characterized by a strong desire to set and accomplish challenging goals, take calculated risks to achieve their objectives, and receive feedback on their progress. This makes them ideal candidates for roles requiring high levels of motivation and goal orientation.

Need for Achievement in Employee Selection

Predictive Validity: Numerous studies have highlighted the predictive validity of nAch in various job roles. Research by Spangler (1992) found that high nAch is a significant predictor of job performance, particularly in roles requiring initiative and problem-solving. Additionally, Johnson (1990) demonstrated that individuals with high nAch are more likely to engage in behaviors that lead to success in competitive environments.

Motivation and Performance: Employees with high nAch are often intrinsically motivated, which can lead to higher levels of job performance and job satisfaction. For instance, a study by Harrell and Stahl (1981) found that high nAch individuals were more productive and satisfied with their jobs compared to their low nAch counterparts. This intrinsic motivation can be particularly beneficial in roles that require self-direction and autonomy.

Goal Orientation: High nAch individuals are goal-oriented and tend to set high standards for themselves. This can be advantageous in roles that require constant improvement and innovation. For example, a study by Elliot and McGregor (2001) showed that individuals with high nAch are more likely to set and pursue challenging goals, leading to higher performance levels in dynamic and competitive environments.

Application in Recruitment and Selection

Assessment Tools: Several psychometric tools have been developed to measure nAch, such as the Achievement Motivation Inventory (Schuler et al., 2004) and the Thematic Apperception Test (TAT). These tools can be used during the recruitment process to identify candidates with high nAch.

Structured Interviews: Incorporating questions that assess candidates' past achievements, goal-setting behaviors, and responses to challenges can help identify individuals with high nAch. For instance, asking candidates to describe a time when they set and achieved a challenging goal can provide insights into their need for achievement.

Behavioral Assessments: Simulations and situational judgment tests can be effective in assessing nAch by presenting candidates with scenarios that require goal-oriented behavior and persistence. These assessments can provide a more comprehensive understanding of a candidate's motivational drivers.

Challenges and Considerations

Cultural Differences: The expression and importance of nAch may vary across cultures. Research by Sinha (1990) indicates that in collectivist cultures, the need for achievement might be expressed differently compared to individualistic cultures. Therefore, organizations should consider cultural factors when using nAch as a selection criterion.

Balancing Traits: While high nAch is beneficial, it is important to balance this trait with other qualities such as teamwork and collaboration. Overemphasis on nAch can lead to excessive competitiveness and individualism, which may be detrimental to team cohesion and organizational culture.

Conclusion

The need for achievement is a valuable trait that can significantly enhance employee performance and organizational success. By incorporating nAch into the selection process, organizations can identify candidates who are likely to excel in challenging roles and contribute positively to the organization. However, it is essential to consider cultural differences and balance nAch with other important traits to ensure a well-rounded and effective workforce.

References

• Elliot, A. J., & McGregor, H. A. (2001). A 2×2 achievement goal framework. Journal of Personality and Social Psychology, 80(3), 501-519.
• Harrell, T. W., & Stahl, M. J. (1981). Need for achievement, management success, and the Peter Principle. Personnel Psychology, 34(3), 601-606.
• Johnson, D. E. (1990). The relationship between need for achievement and entrepreneurship: A review of the evidence. Journal of Business Venturing, 5(3), 221-229.
• Schuler, H., Thornton, G. C., Frintrup, A., & Mueller-Hanson, R. (2004). Achievement Motivation Inventory. G?ttingen: Hogrefe.
• Sinha, D. (1990). The cultural context of leadership and power. In A. J. Marsella, G. DeVos, & F. L. K. Hsu (Eds.), Culture and Self: Asian and Western Perspectives (pp. 376-390). New York: Tavistock.
• Spangler, W. D. (1992). Validity of questionnaire and TAT measures of need for achievement: Two meta-analyses. Psychological Bulletin, 112(1), 140-154.