M O T I V A T I O N

- the reason or reasons one has for acting or behaving in a particular way.
- the general desire or willingness of someone to do something.

Motivation is derived from the word - motive

-which means needs, desires, wants or drives within the individuals.
- are the underlying reason behind human behavior.

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•Motivation is the label we give to processes that energize (activate) and direct
behavior toward particular goals. Motivation affects the strength of behaviors,
persistence of behaviors, and direction of behavior (direction = choosing which
behavior to make).

Motivation changes over time as conditions inside the body and in the external
environment change, With these changes, behavior changes

This definition has three key elements:

• energy
•direction
• persistence.

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•The energy element is a measure of intensity, drive, and vigor. A motivated person
puts forth effort and works hard. However, the quality of the effort must be
considered as well as its intensity.

•High levels of effort don't necessarily lead to favorable job performance unless
the effort is channeled in a direction that benefits the organization. Effort
that's directed toward, and consistent with, organizational goals is the kind of
effort we want from employees.

-Setting a schedule for yourself seems simple, but it puts your decision-making on
autopilot by giving your goals a time and a place to live.

-Stop waiting for motivation or inspiration to strike you and set a schedule for
your habits.
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•Finally, motivation includes a persistence dimension. We want employees to persist
in putting forth effort to achieve those goals.

Basic Types of Motivation

•Extrinsic
- is geared toward external rewards and reinforcers.
• extrinsic motivation is said to be less effective because it comes from outside
the person.

•According to Herzberg’s Two-Factor Theory, many external rewards (e.g, salary, job
security, benefits) don’t really motivate but if they’re not there the person can
become de-motivated. Herzberg calls these “hygiene factors”.

•The term "hygiene" is used in the sense that these are maintenance factors.
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Intrinsic
•is geared toward internal rewards and reinforcers.

Some examples of internal rewards are enjoyment, achievement, a sense of

competence. Some examples of internal reinforcers are “Shoulds”, “Musts”, and
“Oughts”, a guilty conscience, and Toxic Shame.

A Biological Theory Of Motivation

-This biological theory of motivation (The Intuition Theory), suggests that
motivation levels are regulated by neural pattern recognition events. Subconscious
drives impel people to achieve excellence, or to spend exceptional energies on
services to humanity.

The Instinct Theory suggests that motivated behavior is a biological instinct.

•The Drive Reduction Theory suggests that motivated behavior seeks to reduce the
tension of drives triggered by sensations such as hunger or pain.

•The Arousal Theory suggests that motivated behavior is the result of a search for
an optimum level of arousal.
•The Humanistic Theory presents the Maslow Hierarchy, where people strive to
achieve their maximum potential.

•Instinctual responses, drive reduction, arousal, psychological and humanistic

drives are the varied aspects of the powerful neural drives, which ultimately
motivate people.
•The Intuition Theory suggests that these drives are powered by the intuitive
choices of the mind.

NEED THEORY

- also known as Three Needs Theory, proposed by psychologist David McClelland, is a

motivational model that attempts to explain how the needs for achievement, power,
and affiliation affect the actions of people from a managerial context.

Achievement Goal Theory

- refer to the aim, purpose, or focus of a person’s achievement behavior.

These goals are dynamic cognitive entities representing future-based
possibilities that respond to changes in the person as well as the situation.

Need for power

The need for power is the desire within a person:
-to hold control and authority over another person
-and influence and change their decision in accordance with his own needs or
desires.
The need to enhance their self esteem and reputation drives these people and
they desire their views and ideas to be accepted and implemented over the views and
ideas over others.

Need for Affiliation

-The need for affiliation is urge of a person to have interpersonal and social
relationships with others or a particular set of people.
-They seek to work in groups by creating friendly and lasting relationships and has
the urge to be liked by others.
-They tend to like collaborating with others to competing with them and usually
avoids high risk situations and uncertainty.

Maslow's Hierarchy of Needs

-Maslow's hierarchy of needs is a motivational theory in psychology comprising a

five-tier model of human needs, often depicted as hierarchical levels within a
pyramid.

•Needs lower down in the hierarchy must be satisfied before individuals can attend
to needs higher up. From the bottom of the hierarchy upwards, the needs are:
physiological, safety, love and belonging, esteem and self-actualization

Self-Determination Theory?
•Self-determination is an important concept that refers to each person's ability to
make choices and exert control over their own life.
•Self-determination theory suggests that people are motivated to grow and change by
innate psychological needs.
 The theory identifies three key psychological needs that are believed to be both
innate and universal:
1. The need for competence
2. The need for connectedness
3. The need for autonomy

Self-Determination Theory: A
Closer Look
Psychologists Edward Deci and Richard Ryan developed a theory of motivation which
suggests that people tend to be driven by a need to grow and gain fulfillment.

•The first assumption of self-determination theory is that people are actively

directed toward growth.

•Gaining mastery over challenges and taking in new experiences are essential for
developing a cohesive sense of self.

•According to self-determination theory, people need to feel the following in order

to achieve psychological growth:
* Competence: People need to gain mastery of tasks and learn different skills.
* Connection or Relatedness: People need to experience a sense of belonging and
attachment to other people.
* Autonomy: People need to feel in control of their own behaviors and goals.

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•Deci and Ryan suggest that when people experience these three things, they become
self-determined. These three elements also enable people to be intrinsically
motivated to pursue the things that interest them.

BANDURA’S SELF EFFICACY THEORY

- Self-efficacy refers to an individual's belief in his or her capacity to execute
behaviors necessary to produce specific performance attainments (Bandura, 1977,
1986, 1997).

•Self-efficacy reflects confidence in the ability to exert control over one's own
motivation, behavior, and social environment.

4 SOURCES OF EFFICACY THEORY

* Performance Accomplishments.
* Vicarious Experience.
* Social Persuasion.
* Physiological and Emotional States.

Performance Accomplishments
- Personal assessment information that is based on an individual’s personal
accomplishments.
- Previous successes raise mastery expectations, while repeated failures lower
them.

Vicarious Experience
- Gained by observing others perform activities successfully.

- This is often referred to as modeling, and it can generate expectations in

observers that they can improve their own performance by learning from what they
have observed.

Social Persuasion

- Activities where people are led, through suggestion, into believing that they can
cope successfully with specific tasks. Coaching and giving evaluative feedback on
performance are common types of social persuasion.

Physiological and Emotional States

- The individual’s physiological or emotional states influence self-efficacy
judgments with respect to specific tasks. Emotional reactions to such tasks (e.g.,
anxiety) can lead to negative judgments of one’s ability to complete the tasks.

SELF EFFICACY THEORY

(CAROL DWECK)

•describes a series of empirically-based studies that investigate how people

develop beliefs about themselves (i.e., self-theories) and how these self-theories
create their psychological worlds, shaping thoughts, feelings and behaviors.

•The theories reveal why some students are motivated to work harder, and why others
fall into patterns of helplessness and are self-defeating.

•Dweck’s conclusions explore the implications for the concept of self-esteem,

suggesting a rethinking of its role in motivation, and the conditions that foster
it.
• She demonstrated empirically that students who hold an entity theory of
intelligence are less likely to attempt challenging tasks and are at risk for
academic underachievement.

Students carry two types of views on ability/intelligence:

1. Entity View – This view (those who are called “Entity theorists”) treats
intelligence as fixed and stable.

2. Incremental View – This view treats intelligence as malleable, fluid, and

changeable.