This document discusses different theories of motivation. It describes intrinsic and extrinsic motivation, and several theories including: humanistic theories like Maslow's hierarchy of needs; instinct theories which propose innate behaviors; incentive theories which involve external rewards; drive reduction theories involving biological needs; arousal theories about maintaining an optimal level of arousal; and expectancy theories which propose that motivation depends on expectations of outcomes. It provides examples and limitations of each theory to explain what motivates human behavior.

1. Theories of Motivation
Aamir Ali
B.ED(1.5 Year)
The Islamia University Of Bahawalpur.

2. Motivation
Motivation is the characteristic that helps you achieve your goal. It is the drive
that pushes you to work hard .It is the energy that gives you the strength to get up
and keep going - even when things are not going your way.
OR
Motivation is a need or desire that energizes behavior and directs it toward a goal.
It is what either starts or stops behavior. It is the internal and external forces that
drive our thoughts, moods, and behaviors.

3. Extrinsic Motivation
Type of motivation in which a person performs an action because it leads to an
outcome that is separate from or external to the person.
Example: Going to work for money.
Intrinsic Motivation
Type of motivation in which a person performs an action because the act itself is
rewarding or satisfying in some internal manner.
Example: Creating a web site for fun.

4. Different Theories onMotivation
1. Humanistic Theories of Motivation
2. Instinct Theories of Motivation
3. Incentive Theories of Motivation
4. Drive Reduction Theories of Motivation
5. Arousal Theories of Motivation
6. Expectancy Theories of Motivation

5. HumanisticTheories of Motivation
Hierarchy of needs theory
Developed by Abraham Maslow.
Lower-order and higher-order needs affect workplace
behavior and attitudes.
Lower-order needs:
• Physiological, safety, and social needs.
• Desires for physical and social well being.
Higher-order needs:
• Esteem and self-actualization needs.
• Desire for psychological growth and development.

7. Physiological Motivation:
Provide ample breaks for lunch , pay salaries that allow
workers to buy life's essentials.
Safety Needs:
Provide a working environment which is safe, relative job
security, and freedom from threats.
Social Needs:
Generate a feeling of acceptance, belonging by reinforcing
team dynamics.

8. Esteem Motivators:
Recognize achievements, assign important projects, and
provide status to make employees feel valued and
appreciated.
Self-Actualization:
Offer challenging and meaningful work assignments which
enable innovation, creativity, and progress according to long-
term goals.

9. Limitationsandcriticism
• Maslow’s hierarchy makes sense but little evidence supports its strict
hierarchy. Research has challenged the order imposed by Maslow’s
pyramid. As an example, in some cultures, social needs are regarded
higher than any others.
• Little evidence suggests that people satisfy exclusively one motivating
need at a time.

10. Instinct Theories of Motivation
• Emerging in the late 1800s, instinct theories contended that
certain human behaviors are innate and due to evolutionary
programming
• A complex, inherited, unlearned behavior that is rigidly patterned
throughout a species
• Animals display automatic and innate behavior patterns called
fixed action patterns to environmental stimuli
• William James listed 37 instincts.
• Criticism: Instinct theories merely describe and label behaviors
rather than actually explaining them.

11. • Instinct theory proposes that organisms are motivated to engage in
certain behaviors because of their genetic programming and because
these behaviors lead to success in terms of natural selection.
• For example, we pursue sex in order to reproduce to propagate the
human species. It is an innate biological need.
Instinctual Behaviors
• Reproduction and social dominance
• Human beings are territorial “this is our space” by nature.
• Some animals have instinctual behaviors like mating dances and nest
building sequences.

12. IncentiveTheories of Motivation
• Behavior motivated by the “pull” of external goals, such as rewards,
money and recognition.
• Drew heavily from well-established learning principles, such as
reinforcement, and the work of learning theorists, such as Pavlov,
Watson, Skinner, and Tolman.
• Tolman also stressed the importance of cognitive factors in learning
and motivation, especially the expectation that a particular behavior
will lead to a particular goal.
• Criticism: Fails to explain behaviors that are not primarily motivated
by any kind of external incentive

13. • Incentive theory states that behavior is motivated by the
pull of external (outside ) goals such as rewards.
• You come to class to get an A
• You work out to get compliments
• You go to work to earn money to buy a house
• Are all human behaviors motivated by incentives? What do
you think?
• Not all of human behavior has a direct reward attached to
it. For example, how about those who are motivated to
achieve just for the sake of achieving or who do things for
fun or personal growth.

14. Drive ReductionTheories of Motivation
• Behaviour occurs in response to "drives" such as hunger, thirst, sexual
interest, feeling cold, etc. When the goal of the drive is attained (food,
water, mating, warmth) the drive is reduced, at least temporarily. This
reduction of drive serves as a reinforce for learning.
• Drive Reduction or Homeostatic theory. This perspective views
behavior as motivated by the need to reduce internal tension caused
by unmet biological needs.
• This unmet need “drives” us to behave in a way that causes the
intensity of the drive to be reduced.
• They work by “negative” feedback, that is one experiences an
unpleasant feeling (hunger, thirst) until you meet the need.

15. • Beginning in the 1920s
• Organism feels tension created by imbalances
• The brain makes sure the body is kept in balance ( body
temperature, fluid levels, energy supplies, need for rest ).
• This balance or optimal state is called homeostasis. This is
our natural state. The body does its best to stay balanced.(
hunger, thirst, sex drive, sleep )
• Biological needs or tissue deficits lead to a need which
leads to the drive state (such that you need to take action)
• Need to reestablish balance or homeostasis and
strengthens the drive

16. Arousal Theories of Motivation
• People are motivated to maintain optimum level of arousal
• Physiological state of alertness & anticipation which prepares
the body for action
• Dictionary meaning of arouse is “to stir up; excite”
• Arousal theory of motivation suggests that people take
certain actions to either decrease or increase levels of
arouse.
• One of the assertions of the arousal theory of motivation is
that our levels of arousal have an influence on our
performance

17. Example
• Low level of arousal such as the youngster who feel low or
frustrated tends to go to clubs or hang out with friends.
• High level of arousal such as feeling too curious about the
comment of your crush on your recent photo on facebook
or instagram.

18. ExpectancyTheories of Motivation
The expectancy theory says that individuals have different sets of goals
and can be motivated if they have certain expectations.
As we are constantly predicting likely futures, we create expectations
about future events. If things seem reasonably likely and attractive, we
know how to get there and we believe we can make the difference then
this will motivate us to act to make this future come true.

19. In other words, if people expect a positive and desirable outcome,
they will usually work hard to perform at the level expected of them.
This theory is about choice, it explains the processes that an individual
undergoes to make choices. In organizational behavior study,
expectancy theory is a motivation theory first proposed by Victor
Vroom of the Yale School of Management.

20. HowDoesitDifferFromOtherMotivationalTheories?
 The expectancy theory of motivation suggested by Vroom, unlike
Maslow and Herzberg, does not concentrate on needs, but rather
focuses on outcomes.
 Whereas Maslow and Herzberg look at the relationship between
internal needs and the resulting effort expended to fulfill them,
Vroom separates effort, which arises from motivation,
performance, and outcomes.

21. WhatthisTheoryisallAbout
This theory of motivation is not about self-interest in rewards but
about the associations people make towards expected outcomes and
the contribution they feel they can make towards those outcomes.
 Vroom introduces three variables within the
expectancy theory which are
– Expectancy (E)
– Instrumentality (I)
– Valence (V)

22. Expectancy
 Expectancy refers to the strength of a person’s
belief about whether or not a particular job
performance is attainable.
 This expectancy of performance may be thought
of in terms of probabilities ranging from zero to
1.0
 Management must discover what resources,
training, or supervision the employees need.
Probability or strength of belief that a particular
action will lead to a particular first level outcome.

23. Instrumentality
 It is the belief that if you perform well that a valued outcome will
be received
 This reward may come in the form of a pay increase, promotion,
recognition or sense of accomplishment
 Instrumentality is low when the reward is given for all
performances given.

24. Valence
 It refers to the emotional orientations which people
hold with respect to rewards.
 The depth of the want of an employee for extrinsic
[money, promotion, free time, benefits] or intrinsic
[satisfaction] rewards.
 Management must discover what employees
appreciate. For the valence to be positive, the person
must prefer attaining the outcome to not attaining it.
 Vroom says the product of these variables is the motivation and
suggests that an employee’s beliefs about Expectancy,
Instrumentality, and Valence interact psychologically.

25. Thank You. 
PowerbyAamirAli