Motivation

is the force that initiates,

guides and maintains goal-oriented
behaviors. It is what causes us to
take action, whether to grab a
snack to reduce hunger or enroll in
college to earn a degree. The
forces that lie beneath motivation
can be biological, social, emotional
or cognitive in nature.

 Instinct

Theory of Motivation - the

influence of genetics and heredity on human behavior. Ex. Animal

migration

Incentive

Theory of Motivation

- people intentionally pursue certain courses of action in order to gain rewards.

Drive

Theory of Motivation

- people are motivated to take certain actions in order to

reduce the internal tension that is caused by unmet needs.
For example, you might be motivated to drink a glass of
water in order to reduce the internal state of thirst.

 (Stimulus)

Arousal Theory of Motivation

we are motivated to stir to action depending on the stimulus we receive.

Humanistic

Theory of Motivation - are

based on the idea that people also have strong cognitive reasons to
perform various actions. This is famously illustrated in Abraham
Maslow's hierarchy of needs which presents different motivations at
different levels.

Expectancy

Theory of Motivation

- suggests that when we are thinking about the future, we formulate different

expectations about what we think will happen. When we predict that there will
most likely be a positive outcome, we believe that we are able to make that
possible future a reality.

 Maslow's

hierarchy of needs is a
theory in psychology proposed by
Abraham Maslow in his 1943 paper
"A Theory of Human Motivation" in
Psychological Review.
Maslow subsequently extended the
idea to include his observations of
humans' innate curiosity.

 Maslows

Hierarchy of Needs (often

represented as a pyramid with five levels
of needs) is a motivational theory in
psychology that argues that while
people aim to meet basic needs, they
seek to meet successively higher needs
in the form of a pyramid.

MASLOWS HIERARCHY OF NEEDS

Maslows Hierarchy of Needs has often been represented in a
hierarchical pyramid with five levels. The four levels (lower-order
needs) are considered physiological needs, while the top level of the
pyramid is considered growth needs. The lower level needs must be
satisfied before higher-order needs can influence behavior.

Self-actualization includes morality, creativity,

problem solving, etc.
Esteem includes confidence, self-esteem,
achievement, respect, etc.
Belongingness includes love, friendship,
intimacy, family, etc.
Safety includes security of environment,
employment, resources, health, property, etc.
Physiological includes air, food, water, sex,
sleep, other factors towards homeostasis, etc.

DEPRIVATION NEEDS
The first four levels are considered deficiency or
deprivation needs (D-needs) in that their lack of
satisfaction causes a deficiency that motivates people to
meet these needs. Physiological needs, the lowest level
on the hierarchy, include necessities such as air, food,
and water. These tend to be satisfied for most people,
but they become predominant when unmet. During
emergencies, safety needs such as health and security
rise to the forefront. Once these two levels are met,
belongingness needs, such as obtaining love and
intimate relationships or close friendships, become
important. The next level, esteem needs, include the
need for recognition from others, confidence,
achievement, and self-esteem.

GROWTH NEEDS
The highest level is self-actualization, or the selffulfillment. Behavior in this case is not driven or
motivated by deficiencies but rather ones desire
for personal growth and the need to become all
the things that a person is capable of becoming.

 Clayton

P. Alderfer's ERG theory from

1969 condenses Maslow's five human
needs into three categories:
Existence, Relatedness and Growth.
Include all material and
physiological desires (e.g., food,
water, air, clothing, safety, physical
love and affection). Maslow's first two
levels.

Alderfer's ERG theory contends there are three

basic needs an employee seeks to fulfill. As each
need is fulfilled, it serves as motivation to fulfill a
different need.
ERG stands for existence, relatedness and growth,
and these are defined as:
Existence - the need for basic material existence,
like physiological health and safety
Relatedness - the need for interpersonal
connections, social status and recognition
Growth - the need for personal development,
including creative and meaningful work

 McClelland's

Human
Motivation Theory states that every
person has one of three main driving
motivators: the needs for
achievement, affiliation, or power.
These motivators are not inherent; we
develop them through our culture
and life experiences.

 McClelland's

Human Motivation
Theory is also known as Three Needs
Theory, Acquired Needs Theory,
Motivational Needs Theory, and
Learned Needs Theory.

Later, David McClelland built on this work in

his 1961 book, The Achieving Society." He
identified three motivators that he believed
we all have:
a need for achievement,
a need for affiliation,
and a need for power.
People will have different characteristics
depending on their dominant motivator.

Achievement

Has a strong need to set

and accomplish
challenging goals.
Takes calculated risks to
accomplish their goals.
Likes to receive regular
feedback on their progress
and achievements.
Often likes to work alone

Affiliation

Wants to belong to the

group.
Wants to be liked, and
will often go along with
whatever the rest of the
group wants to do.
Favors collaboration
over competition.
Doesn't like high risk or
uncertainty

Power

Wants to control and

influence others.
Likes to win
arguments.
Enjoys competition
and winning.
Enjoys status and
recognition.

McClelland's theory of needs is not the only theory about

worker motivation.
Sirota's Three-Factor Theory:
Sirotas Three-Factor Theory also presents three
motivating factors that workers need t stay motivated
and excited about what they're doing:
equity/fairness,
achievement,
and camaraderie

Dr David Sirota, an organizational researcher

and consultant; Most prominently laid out in
his 2005 book, The Enthusiastic Employee,
concluded that the way to enthuse workers is
to give them what they want.

The three factors, which together build

enthusiasm, are as follows:
Equity/Fairness People want to be
treated fairly at work.
Achievement People want to do
important, useful work, and be recognized
for this.
Camaraderie People want to enjoy
good relationships with their co-workers.

End