its effective for learn about motivation

1. Motivation
By
Muhammad Asif &
Kahakashan Momal
Department of Psychology
University of Karachi

3. A need or desire that energizes and
directs behavior.
Motivation

4. Definition of Motivation
Motivation describes the wants or needs
that direct behavior toward a goal. It is an
urge to behave or act in a way that will
satisfy certain conditions, such as wishes,
desires, or goals.

5. Drives and Motives
Motivations are commonly separated into drives and
motives:
 Drives are primarily biological, like thirst, hunger,
sleepiness.
Motives, on the other hand, are primarily driven by
social and psychological mechanisms, such as work,
family, and relationships.

6. Intrinsic and Extrinsic Motivation
Motivation can be intrinsic
(arising from internal factors) or
extrinsic (arising from external
factors).

7. Intrinsic
Intrinsically-motivated behaviors are generated
by the sense of personal satisfaction that they
bring. They are driven by an interest or
enjoyment in the task itself that comes from
the individual, not society.
For example, if you are in college because you
enjoy learning and want to make yourself a
more well-rounded individual, you are
intrinsically motivated

8. Extrinsic Motivation
Extrinsically-motivated behaviors, in contrast,
are performed in order to receive something
from others. They do not come from within the
individual, but from society—other people.
For example, employees might do their work
because they want the company to pay them,
not because they love the work.

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Types of Motives
Primary Motives
Secondary Motives
General Motives

10. .
Primary Motives
Hunger
Thirst
Clothing
Sleep
Sex Motive

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Secondary Motives
Learned drives become secondary
motives
1-Social Motive
2-Psychological Motive
3-General Motive

12. 1-Group Motive
2- Social Approval
3-Social Comparison
Social Motive

13. Belongingness Motive
Self Esteem Motive
Self Actualization Motive
Psychological Motives

14.  Achievement Motive
 Aggression Motive
 Power Motive
 Play Motive
 Curiosity Motive (Tajsus )
 Change Motive
General Motives

15.  50% give only minimum effort
 84% say they could work much harder
 40% of performance due to motivation
 40% due to training
 Motivation starts with the motivator
 If you are not motivated and don’t believe in yourself, you cannot
motivate others
15
Why is motivation important?

16. 1. Not starting something new
Intending but not acting
2. Not persisting
Avoiding, arguing, doing something less important,
waiting for deadline
3. Not working smart enough
Using familiar strategies when new ideas are required
and not taking responsibility for lack of achievement
16
Three Motivation Problems

18. VALUES –Why bother?
 Doesn’t like task - likes others better
 Sees no risk in avoiding task
 So does not start
 No personal benefit in completing task
 So does not persist
18
1) Values

19. Under Confidence:
 Can be “down”, depressed, self-handicapping (“I can’t do
it”)
 So does not start
 Takes too much responsibility –
 So does not persist
 Try’s to find “honorable” out – gets sick
 Looks for easier task
19
2) Confidence

20. STRONG NEGATIVE EMOTIONS
 I’m angry at …
 Anger - belief that cause is external
 Belief is that cause is uncontrollable
 I’m feeling down/depressed
 Cause is internal
 Belief that something in me is “broken” and can not
be changed/improved
20
3) Emotions

21. 1. Lie to people
2. Make bigoted comments and decisions
3. Act negative, pessimistic, detached
4. Ignore peoples’ beliefs, focus on facts
5. Set vague goals
6. Impose useless rules just to prove you can
7. Assume that everyone is like you
8. When frustrated, get angry and critical
9. Catch people screwing up and point it out
10. Be a hypocrite and do not “walk the talk”
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10 Motivation Killers

22. 6 General strategies:
 LISA: LIsten – Summarize – Ask
 Understand before judging people
 Set concrete, challenging, current goals
 Act positive, optimistic & fair
 Focus feedback on strategy not mistake
 Attribute problems to controllable cause
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Solving Motivation Problems

23. 23
Team Motivation

24. Paper hold Activity
Group Activity

25. Three critical issues:
1. Team members must have different skills and/or
roles
2. Team members must respect each others skills and
commitment
3. Team must cooperate, collaborate, work smoothly
together
25
Team Motivation

26. 1) DIFFERENT SKILLS/ROLES:
 If all do the same job it is not a team – it is a
collection of individuals
 The more different the jobs and skills, the more
team motivation is critical
26
Team Motivation

27. 2) MUTUAL RESPECT :
 Biggest factor in high pressure success!
 Do not have to like each other but they must respect each
other’s skills
 Disrespect is like acid - causes social loafing & eats away at
team performance
 Evaluate individual contributions to team
27
Team Motivation

28. 2) WORKING TOGETHER SMOOTHLY:
 Internal competition often destructive
 Evaluate individuals’ collaborative efforts
28
Team Motivation

29. Motivation Theories
Three Major Types of Motivation Theories
1. Content Theories of Motivation WHAT motivates us.
2. Process Theories WHY and HOW motivation occurs.
3. Reinforcement Theories HOW outcomes influence
behaviors.

31. Maslow’s Hierarchy Of Needs Theory

32. Maslow's Hierarchy of Needs

34. Theory X and theory Y.
 Douglas McGregor is best known about two assumption of
human nature.
 Theory X
 Theory Y

35. Theory X
Theory X is a negative view of people. The four
assumptions held by managers are:
1. Employees dislikes work.
2. Avoid responsibilities.
3. Employees controlled and threatened with
punishment to achieve goals.
4. Need directions.

36. Theory Y
Theory Y is a positive view of people.
1. Employees are happy to work.
2. Obtain self motivation.
3. Accept responsibility
4. Use creativity to meet goals.

39. Herzberg’s Two-Fact Theory
Also Called motivation hygiene theory.
Have two factors
1. Hygiene Factors Extrinsic (Environmental)factors that create job dissatisfaction.
2. Motivation Factors Intrinsic (psychological) factors that create job satisfaction

42. ERG theory
Alderfer theory of human motivation that focuses on three
groups of needs that form a hierarchy:
I. existence needs
II. relatedness needs
III. growth needs.

43. Cont..
The theory suggests that these needs change their
position in the hierarchy as circumstances change.

44. EXISTENCE NEEDS
This group of needs is concerned with providing the
basic requirements for material existence, such as
physiological and safety needs. In a work context this
need is satisfied by money earned in a job for the
purchase of food, shelter, clothing, etc.

45. RELATEDNESS NEEDS
This group of needs focuses on the desire to establish
and maintain interpersonal relationships with family,
friends, co-workers and employers. Interact with other
people, receive public recognition, and feel secure
around people. The amount of time most people
spend at work this need is normally satisfied to some
extent by their relationships with colleagues and
managers.

46. GROWTH NEEDS
These needs are about the fulfilment of desires to be
creative, productive and to complete meaningful
tasks.These needs are all about by personal
development. In a work context a persons job, career,
or profession can provide a significant satisfaction of
growth needs.

48. McClelland’s theory of Needs
David McClelland and his associates proposed the three
needs theory which says there are three acquired(not
innate{not in born}) needs that are major motivators in
work.
i. Need for achievement
ii. Need for power
iii. Need for Affiliation

49.  Need for Achievement
The drive to excel, to achieve in relation to aset of
standards, to strive to succeed
 Need for Affiliation
The desire for friendly and close interpersonal
relationships.

50. Cont….
 Need for Power
The need to make others behave in a way that they
would not have behaved otherwise

52. Equity Theory
This theory developed by john adams .
This theory explains that employee judge the fairness of
a leader based on social comparisons.
For example: employees judge whether a boss is fair,
based on how the boss treats other employees that are
like them.

53. Cont…..
People derive job satisfaction and motivation by
comparing their efforts (inputs) and income (outputs)
with those of the other people in the same or other
firms. Outputs What the worker gets from a job Salary,
bonus, recognition, reputation, job security, etc. Inputs
What a worker contributes to a job Effort, loyalty, hard
work, skill, ability, determination, etc.

54. Goal setting theory
Edwin Locke put forward the Goal-setting theoryof
motivation.
This theory states that goal setting is essentially linked
to task performance. It states that specific and
challenging goals along with appropriate feedback
contribute to higher and better task performance.

55. Cont……
In simple words, goals indicate and give direction to an
employee about what needs to be done and how much
efforts are required to be put in.

57. Expectancy Theory
The basic idea behind the theory is that people will be
motivated because they believe that their decision will
lead to their desired outcome.

59. Reinforcement theory
The term reinforcement was introduced by Pavlov. The
term reinforcement means to strengthen, it’s a process
in which a stimulus increases the probability that a
preceding behavior will occur again. A reinforcer can be
defined as the stimulus that increases during
reinforcement.

60. TYPES OF REINFORCEMENT
 Positive Reinforcement
 Negative Reinforcement
 Punishment Reinforcement
 Extinction Reinforcement

61. Positive Reinforcement
Giving a positive response when an individual shows
positive and required behavior. Think of it as adding
something in order to increase a response. The most
common types of positive reinforcement or praise and
rewards.

62. Example:
Immediately praising an employee for coming early for
job. This will increase probability of outstanding
behavior occurring again. Reward is a positive
reinforcement.

63. Negative Reinforcement
Negative reinforcement as taking something negative
away in order to increase a response. It is a more
effective tool for motivating employee behavior.
Negative reinforcement encourages employees to
perform better so they can have an unpleasant
condition removed from their work environment.

64. Example:
Driving in heavy traffic is a negative condition for most
of us. You leave home earlier than usual one morning,
and dont run into heavy traffic. You leave home earlier
again the next morning and again you avoid heavy
traffic. Your behavior of leaving home earlier is
strengthened by the consequence of the avoidance of
heavy traffic.

65. Punishment Reinforcement:
Punishment is a process in which adding up an
unpleasant consequences to reduce the frequency of
an unwanted behavior

66. Positive Punishment:
Remove what a person like. For example:
Your cell phone rings in the middle of a class lecture,
and you are scolded by your teacher for not turning
your phone off prior to class.

67. Negative punishment:
positive means adding something while negative means
taking something away.
Siblings get in a fight over who gets to go first in a game
or who gets to play with a new toy, the parent takes the
game/toy away.

68. Extinction Reinforcement
When you remove something in order to decrease a
behavior, this is called extinction. You are taking
something away so that a response is decreased. • For
Example: If an employee no longer receives praise and
admiration for his good work, he may feel that his
behavior is generating no fruitful consequence.
Extinction may unintentionally lower desirable
behavior.