Motivation
The internal process that activates, guides, and maintains behavior over time is motivation.
There are two main forms of motivation: intrinsic and extrinsic.
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Intrinsic motivation (Pull) is when we are motivated to do something because we enjoy it or
because it is personally rewarding. For example, we may be intrinsically motivated to learn a
new skill, play a sport, or spend time with our loved ones.
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Extrinsic motivation (Push) is when we are motivated to do something because we expect an
external reward, such as money, praise, or recognition. For example, we may be extrinsically
motivated to go to work, get good grades in school, or lose weight.
What happens when external rewards are given for performing intrinsically motivated tasks?
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When external rewards are given for performing an intrinsically motivated task, it can lead to
the overjustification effect. This is a phenomenon in which people become less intrinsically
motivated to perform a task after they have been extrinsically rewarded for doing it.
The overjustification effect is thought to occur because external rewards can lead people to
focus on the external reward rather than the intrinsic enjoyment of the task. This can then
undermine their intrinsic motivation.
For example, a child may be intrinsically motivated to play the piano. They enjoy the challenge
of learning new pieces and the feeling of accomplishment when they master a difficult song.
However, if the child's parents start paying them for every hour they practice the piano, the
child may become less intrinsically motivated to play. They may start to see the piano as a
chore that they have to do in order to earn money rather than something they enjoy.
Can motivation shift from extrinsic to Intrinsic?

Motivation can shift from extrinsic to intrinsic. This can happen when people start to find
meaning and enjoyment in the task they are performing, even if they are initially motivated
by external rewards.
For example, a student may be initially motivated to study for a test because they want to get
a good grade. However, as they learn more about the subject matter and start to see how it is
relevant to their interests, they may develop an intrinsic motivation to learn.
Motivation can be broadly classified into two categories: drive-based and need-based.
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Drive-based (pull) (biological-based) motivation is based on the idea that we are motivated
to reduce internal states of tension or arousal. These internal states of tension or arousal are
called drives. Drives can be physiological, such as hunger or thirst, or psychological, such as
the need for achievement or power.
When we are motivated by a drive, we are driven to take action to reduce the drive. For
example, if we are hungry, we will be motivated to eat. If we are thirsty, we will be motivated
to drink. If we have a need for achievement, we will be motivated to set and achieve goals.
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Need-based (pulled) social motives are the social motives that drive us to seek out and
maintain relationships with others. These motives include the need for affiliation, acceptance,
intimacy, and power.
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Goal Setting
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McClellands theory of Needs
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Maslow’s Need Hierarchy theory
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Equity Theory
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Expectancy Theory
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Herzberg’s Two-factor theory
Herzberg’s Two factor theory
Herzberg's two-factor theory, also known as the motivation-hygiene theory, is a theory of
motivation that proposes that there are two sets of factors that influence job satisfaction:
hygiene factors and motivators.
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Hygiene factors are the factors that prevent dissatisfaction, but do not necessarily
motivate employees. These factors include things like salary, working conditions, and
benefits. (organization level)
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Motivators are the factors that actually motivate employees and drive performance.
These factors include things like recognition, achievement, and responsibility.
(Individual level)
Herzberg's theory suggests that hygiene factors are necessary but not sufficient for job
satisfaction and motivation. In other words, if hygiene factors are not met, employees will be
dissatisfied with their jobs. However, simply meeting hygiene factors will not motivate
employees to perform better. To motivate employees, managers need to focus on motivator
factors.
Maslow’s Hierarchy of Need Theory
Maslow's hierarchy of needs is a theory of motivation that suggests that people are motivated
to fulfill their needs in a hierarchical order. The theory was developed by Abraham Maslow
in the 1940s
Maslow's hierarchy of needs is a five-level pyramid, with the most basic needs at the bottom
and the most complex needs at the top.
Maslow believed that people are motivated to satisfy their needs in a hierarchical order,
starting with the most basic needs and working their way up to the more complex needs.
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Physiological needs: These are the most basic needs, such as the need for food, water,
shelter, and sleep.
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Safety needs: These needs include the need for security, stability, and protection from
harm.
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Love and belonging needs: These needs include the need for intimacy, friendship, and
acceptance.
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Esteem needs: These needs include the need for respect, recognition, and
achievement.
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Self-actualization needs: These needs include the need to reach one's full potential
and to live a meaningful life.
Equity theory is a theory of motivation that suggests that employees are motivated to
maintain equity between the inputs that they bring to a job and the outcomes that they
receive from it. Inputs can include things like effort, skill, and experience. Outcomes can
include things like salary, benefits, and recognition.
Employees compare their input-to-outcome ratio to the input-to-outcome ratio of others,
both inside and outside of the organization. If employees perceive that their input-tooutcome ratio is inequitable, they will be motivated to restore equity. This can be done in a
number of ways, such as changing their input (e.g., working harder or less hard), changing
their outcome (e.g., asking for a raise), or leaving the organization.
Expectancy theory is a theory of motivation that suggests that people are motivated to
perform a behavior if they expect that the behavior will lead to a desired outcome. The theory
is based on the following three components:
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Expectancy: The belief that effort will lead to performance.
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Instrumentality: The belief that performance will lead to a desired outcome.
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Valence: The value placed on the desired outcome.
Expectancy theory suggests that motivation is the product of these three components. In
other words, motivation is highest when people believe that effort will lead to performance
(expectancy), that performance will lead to a desired outcome (instrumentality), and that
the desired outcome is valuable to them (valence).
Goal Setting Theory
Goal-setting theory is a theory of motivation that suggests that setting specific, challenging,
and achievable goals leads to higher performance than setting general or easy goals. The
theory was developed by Edwin Locke in the 1960s and has been extensively researched and
supported by empirical evidence.
Goal-setting theory is based on the following principles:
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Specificity: Goals should be specific and measurable. The more specific a goal is, the
easier it is to develop a plan to achieve it and track progress.
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Challenge: Goals should be challenging but achievable. Goals that are too easy will not
be motivating, while goals that are too difficult are likely to lead to frustration and
discouragement.
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Commitment: People are more likely to achieve goals that they are committed to.
Commitment can be increased by setting goals that are personally meaningful and by
making a public commitment to the goal.
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Feedback: Feedback is essential for goal achievement. It helps people to track their
progress and make necessary adjustments along the way.
McClelland’s Theory of Needs:
McClelland's theory of needs is a theory of motivation that suggests that people are motivated
by three primary needs: the need for achievement, the need for affiliation, and the need for
power.
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Need for achievement: People with a high need for achievement are motivated to set
and achieve challenging goals. They are also motivated to receive feedback on their
performance and to be recognized for their accomplishments.
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Need for affiliation: People with a high need for affiliation are motivated to form and
maintain close relationships with others. They are also motivated to be liked and
accepted by others.
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Need for power: People with a high need for power are motivated to influence and
control others. They are also motivated to have a sense of control over their own lives.
Role of Emotion in Motivation
Emotions play a significant role in motivation. They can energize us, direct our attention, and help us
to persevere in the face of challenges.
The Yerkes-Dodson law is a theory that states that there is an inverted U-shaped relationship between
arousal and performance. In other words, performance increases with arousal, but only up to a point.
Once arousal becomes too high, performance decreases.