User:Finereach/Motivation

Motivation is the activation or energization of goal-oriented behavior. Motivation may be intrinsic or extrinsic. The term is generally used for humans but, theoretically, it can also be used to describe the causes for animal behavior as well. This article refers to human motivation. According to various theories, motivation may be rooted in the basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, hobby, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, morality, or avoiding mortality.

History of Motivation

The claim that humans are hedonistically motivated was argued by Jeremy Bentham in An Introduction to the Principles of Morals and Legislation:

“Nature has placed mankind under the governance of two sovereign masters, pain, and pleasure. It is for them alone to point out what we ought to do, as well as to determine what we shall do”^[1] .

Motivation in Psychology

In psychology, motivation refers to the initiation, direction, intensity and persistence of behavior^[2].

Homeostasis

Location of the hypothalamus

Appetite and thirst

Thermoregulation

Sex

Instincts

At the next level are motivations that have an obvious biological basis but are not required for the immediate survival of the organism. These include the powerful motivations for sex, parenting and aggression: again, the physiological bases of these are similar in humans and other animals, but the social complexities are greater in humans (or perhaps we just understand them better in our own species). In these areas insights from behavioral ecology and sociobiology have offered new analyses of both animal and human behaviour in the last decades of the twentieth century, though the extension of sociobiological analyses to humans remains highly controversial. Perhaps similar, but perhaps at a rather different level, is the motivation for new stimulation - variously called exploration, curiosity, or arousal-seeking. A crucial issue in the analysis of such motivations is whether they have a homeostatic component, so that they build up over time if not discharged; this idea was a key component of early twentieth century analyses of sex and aggression by, for example, Freud and Konrad Lorenz, and is a feature of much popular psychology of motivation. The biological analyses of recent decades, however, imply that such motivations are situational, arising when they are (or seem to be) needed to ensure an animal's fitness, and subsiding without consequences when the occasion for them passes.

Rewards and incentives

An incentive is that is offered before accomplishing a specific task with the intent of encouraging the behaviors necessary to accomplish that task to occur.

A reward is something that is given following the occurrence of a behavior with the intention of acknowledging the positive nature of that behavior and often with the additional intent of encouraging it to happen again. The definition of reward is not to be confused with the definition of reinforcer, which includes a measured increase in the rate of a desirable behavior following the addition of something to the environment.

Punishment

Punishment, when referred in general, is an unfavorable condition introduced into the environment to eliminate undesirable behavior. This is used as one of the measures of Behavior Modification

Aggression

Stress

Motivation compared to personality and emotion

Motivation is a temporal and dynamic state that should not be confused with personality or emotion. Motivation is having the desire and willingness to do something. A motivated person can be reaching for a long-term goal such as becoming a professional writer or a more short-term goal like learning how to spell a particular word. Personality invariably refers to more or less permanent characteristics of an individual's state of being (e.g., shy, extrovert, conscientious). As opposed to motivation, emotion refers to temporal states that do not immediately link to behavior (e.g., anger, grief, happiness).

Secondary goals

These important biological needs tend to generate more powerful emotions and thus more powerful motivation than secondary goals. This is described in models like Abraham Maslow's hierarchy of needs. A distinction can also be made between direct and indirect motivation: In direct motivation, the action satisfies the need, in indirect motivation, the action satisfies an intermediate goal, which can in turn lead to the satisfaction of a need. In work environments, money is typically viewed as a powerful indirect motivation, whereas job satisfaction and a pleasant social environment are more direct motivations. However, this example highlights well that an indirect motivational factor (money) towards an important goal (having food, clothes etc.) may well be more powerful than the direct motivation provided by an enjoyable workplace.

Coercion

The most obvious form of motivation is coercion, where the avoidance of pain or other negative consequences has an immediate effect. When such coercion is permanent, it is considered slavery. While coercion is considered morally reprehensible in many philosophies, it is widely practiced on prisoners, students in mandatory schooling, and in the form of conscription. Critics of modern capitalism charge that without social safety networks, wage slavery is inevitable. However, many capitalists such as Ayn Rand have been very vocal against coercion. Successful coercion sometimes can take priority over other types of motivation. Self-coercion is rarely substantially negative (typically only negative in the sense that it avoids a positive, such as undergoing an expensive dinner or a period of relaxation), however it is interesting in that it illustrates how lower levels of motivation may be sometimes tweaked to satisfy higher ones.

Intrinsic and extrinsic motivation

Intrinsic motivation

Intrinsic motivation comes from rewards inherent to a task or activity itself - the enjoyment of a puzzle or the love of playing.^[3] This form of motivation has been studied by social and educational psychologists since the early 1970s. Research has found that it is usually associated with high educational achievement and enjoyment by students. Intrinsic motivation has been explained by Fritz Heider's attribution theory, Bandura's work on self-efficacy, ^[4] and Ryan and Deci's cognitive evaluation theory. Students are likely to be intrinsically motivated if they:

attribute their educational results to internal factors that they can control (e.g. the amount of effort they put in),
believe they can be effective agents in reaching desired goals (i.e. the results are not determined by luck),
are interested in mastering a topic, rather than just rote-learning to achieve good grades.

see also Intrinsic motivation and the 16 basic desires theory below.

Extrinsic motivation

Extrinsic motivation comes from outside of the performer. Money is the most obvious example, but coercion and threat of punishment are also common extrinsic motivations.

In sports, the crowd may cheer on the performer, which may motivate him or her to do well. Trophies are also extrinsic incentives. Competition is in general extrinsic because it encourages the performer to win and beat others, not to enjoy the intrinsic rewards of the activity.

Social psychological research has indicated that extrinsic rewards can lead to over justification and a subsequent reduction in intrinsic motivation. In one study demonstrating this effect, children who expected to be (and were) rewarded with a ribbon and a gold star for drawing pictures spent less time playing with the drawing materials in subsequent observations than children who were assigned to an unexpected reward condition and to children who received no extrinsic reward^[5]

Self-control

The self-control of motivation is increasingly understood as a subset of emotional intelligence; a person may be highly intelligent according to a more conservative definition (as measured by many intelligence tests), yet unmotivated to dedicate this intelligence to certain tasks. Yale School of Management professor Victor Vroom's "expectancy theory" provides an account of when people will decide whether to exert self control to pursue a particular goal.

Drives and desires can be described as a deficiency or need that activates behaviour that is aimed at a goal or an incentive. These are thought to originate within the individual and may not require external stimuli to encourage the behaviour. Basic drives could be sparked by deficiencies such as hunger, which motivates a person to seek food; whereas more subtle drives might be the desire for praise and approval, which motivates a person to behave in a manner pleasing to others.

By contrast, the role of extrinsic rewards and stimuli can be seen in the example of training animals by giving them treats when they perform a trick correctly. The treat motivates the animals to perform the trick consistently, even later when the treat is removed from the process.

Social and self regulation

Self control

The self-control of motivation is increasingly understood as a subset of emotional intelligence; a person may be highly intelligent according to a more conservative definition (as measured by many intelligence tests), yet unmotivated to dedicate this intelligence to certain tasks. Victor Vroom's "expectancy theory" provides an account of when people will decide whether to exert self control to pursue a particular goal. Self control is often contrasted with automatic processes of stimulus-response, as in the methodological behaviorist's paradigm of JB Watson.

Drives and desires can be described as a deficiency or need that activates behaviour that is aimed at a goal or an incentive. These are thought to originate within the individual and may not require external stimuli to encourage the behaviour. Basic drives could be sparked by deficiencies such as hunger, which motivates a person to seek food; whereas more subtle drives might be the desire for praise and approval, which motivates a person to behave in a manner pleasing to others.

By contrast, the role of extrinsic rewards and stimuli can be seen in the example of training animals by giving them treats when they perform a trick correctly. The treat motivates the animals to perform the trick consistently, even later when the treat is removed from the process.

Social conformity

Altruism

Motivational theories

The incentive theory of motivation

A reward, tangible or intangible, is presented after the occurrence of an action (i.e. behavior) with the intent to cause the behavior to occur again. This is done by associating positive meaning to the behavior. Studies show that if the person receives the reward immediately, the effect would be greater, and decreases as duration lengthens. Repetitive action-reward combination can cause the action to become habit. Motivation comes from two sources: oneself, and other people. These two sources are called intrinsic motivation and extrinsic motivation, respectively.

Applying proper motivational techniques can be much harder than it seems. Steven Kerr notes that when creating a reward system, it can be easy to reward A, while hoping for B, and in the process, reap harmful effects that can jeopardize your goals.^[6]

A reinforcer is different from reward, in that reinforcement is intended to create a measured increase in the rate of a desirable behavior following the addition of something to the environment.

Drive-reduction theories

There are a number of drive theories such as that proposed by Hull. The Drive Reduction Theory grows out of the concept that we have certain biological drives, such as hunger. As time passes the strength of the drive increases if it is not satisfied (in this case by eating). Upon satisfying a drive the drive's strength is reduced. The theory is based on diverse ideas from the theories of Freud to the ideas of feedback control systems, such as a thermostat.

Drive theory has some intuitive or folk validity. For instance when preparing food, the drive model appears to be compatible with sensations of rising hunger as the food is prepared, and, after the food has been consumed, a decrease in subjective hunger.

There are several problems, however, that leave the validity of drive reduction open for debate. The first problem is that it does not explain how secondary reinforcers reduce drive. For example, money satisfies no biological or psychological needs, but a pay check appears to reduce drive through second-order conditioning. Secondly, if the drive reduction theory held true we would not be able to explain how a hungry human being can prepare a meal without eating the food before the end of the preparation. Supposedly, the drive to satiate one's hunger would drive a person to consume the food, however we prepare food on a regular basis and "ignore" the drive to eat. Thirdly, a drive is not able to be measured and therefore cannot be proven to exist in the first place ^[7]. Finally, a drive, such as hunger, is viewed as having a "desire" to eat, making the drive a homuncular being - a feature criticized as simply moving the fundamental problem behind this "small man" and his desires.

In addition, it is clear that drive reduction theory cannot be a complete theory of behavior, or a hungry human could not prepare a meal without eating the food before they finished cooking it. The ability of drive theory to cope with all kinds of behavior, from not satisfying a drive (by adding on other traits such as restraint), or adding additional drives for "tasty" food, which combine with drives for "food" in order to explain cooking render it hard to test.

Cognitive dissonance theory

Suggested by Leon Festinger, this occurs when an individual experiences some degree of discomfort resulting from an incompatibility between two cognitions. For example, a consumer may seek to reassure himself regarding a purchase, feeling, in retrospect, that another decision may have been preferable.

Another example of cognitive dissonance is when a belief and a behavior are in conflict. A person may wish to be healthy, believes smoking is bad for one's health, and yet continues to smoke.

Key Experiences and Motivation

Prof. Gad Yair from The Hebrew University has developed a line of research on Key Experiences, especially relating to educational events. His approach to motivation follows his longstanfding interest in outstanding motivating events - either short term and contextual or long-term. He first published a series of papers using the Experience Sampling Method (all three in 2000). This has led to his major study of key experiences, motivation and long-term outcomes. His papers on Key experiences in higher education and on the role of those experiences in educational turning points are readily available over the net. The concept of key educational experiences refers to singular, short and intense educational encounters that proved to have strong and long-lasting effects on adults. These encounters are at times associated with a specific person who led them [e.g. teacher, parent, youth leader], at others with the structure of the episode itself [e.g. progress toward a peak event which is then associated with insight and hindsight]. Indeed, many respondents speak of their key educational experiences in terms of sight: Exceptional activities cause prior blinders to be suddenly lifted off, producing clear vision and insight, notably about students’ own selves.

Need theories

Maslow's hierarchy of needs

Abraham Maslow's theory is a widely discussed theories of motivation.

The theory can be summarized as follows:

Human beings have wants and desires which influence their behavior. Only unsatisfied needs influence behavior, satisfied needs do not.
Since needs are many, they are arranged in order of importance, from the basic to the complex.
The person advances to the next level of needs only after the lower level need is at least minimally satisfied.
The further the progress up the hierarchy, the more individuality, humanness and psychological health a person will show.

The needs, listed from basic (lowest-earliest) to most complex (highest-latest) are as follows:

Herzberg’s two-factor theory

Frederick Herzberg's two-factor theory, also known as "intrinsic/extrinsic motivation, concludes that certain factors in the workplace result in job satisfaction, but if absent, lead to dissatisfaction.

The factors that motivate people can change over their lifetime, but "respect for me as a person" is one of the top motivating factors at any stage of life.

He distinguished between:

Motivators; (e.g. challenging work, recognition, responsibility) which give positive satisfaction, and
Hygiene factors; (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in demotivation.

The name Hygiene factors is used because, like hygiene, the presence will not make you healthier, but absence can cause health deterioration.

The theory is sometimes called the "Motivator-Hygiene Theory" and/or "The Dual Structure Theory."

Herzberg's theory has found application in such occupational fields as information systems and in studies of user satisfaction (see Computer user satisfaction).

Alderfer’s ERG theory

Clayton Alderfer, expanding on Maslow's hierarchy of needs, created the ERG theory (existence, relatedness and growth). Physiological and safety, the lower order needs, are placed in the existence category, while love and self esteem needs are placed in the relatedness category. The growth category contains our self-actualization and self-esteem needs.

Self-determination theory

Self-determination theory, developed by Edward Deci and Richard Ryan, focuses on the importance of intrinsic motivation in driving human behavior. Like Maslow's hierarchical theory and others that built on it, SDT posits a natural tendency toward growth and development. Unlike these other theories, however, SDT does not include any sort of "autopilot" for achievement, but instead requires active encouragement from the environment. The primary factors that encourage motivation and development are autonomy, competence feedback, and relatedness.^[8]

Broad theories

The latest approach in Achievement Motivation is an integrative perspective as lined out in the "Onion-Ring-Model of Achievement Motivation" by Heinz Schuler, George C. Thornton III, Andreas Frintrup and Rose Mueller-Hanson. It is based on the premise that performance motivation results from way broad components of personality are directed towards performance. As a result, it includes a range of dimensions that are relevant to success at work but which are not conventionally regarded as being part of performance motivation. Especially it integrates formerly separated approaches as Need for Achievement with e.g. social motives like Dominance. The Achievement Motivation Inventory (AMI) (Schuler, Thornton, Frintrup & Mueller-Hanson, 2003) is based on this theory and assesses three factors (17 separated scales) relevant to vocational and professional success.

Cognitive theories

Goal theory

Goal theory is based on the notion that individuals sometimes have a drive to reach a clearly defined end state. Often, this end state is a reward in itself. A goal's efficiency is affected by three features: proximity, difficulty and specificity. An ideal goal should present a situation where the time between the initiation of behavior and the end state is close. This explains why some children are more motivated to learn how to ride a bike than mastering algebra. A goal should be moderate, not too hard or too easy to complete. In both cases, most people are not optimally motivated, as many want a challenge (which assumes some kind of insecurity of success). At the same time people want to feel that there is a substantial probability that they will succeed. Specificity concerns the description of the goal in their class. The goal should be objectively defined and intelligible for the individual. A classic example of a poorly specified goal is to get the highest possible grade. Most children have no idea how much effort they need to reach that goal.^[9]

Models of behavior change

Social-cognitive models of behavior change include the constructs of motivation and volition. Motivation is seen as a process that leads to the forming of behavioral intentions. Volition is seen as a process that leads from intention to actual behavior. In other words, motivation and volition refer to goal setting and goal pursuit, respectively. Both processes require self-regulatory efforts. Several self-regulatory constructs are needed to operate in orchestration to attain goals. An example of such a motivational and volitional construct is perceived self-efficacy. Self-efficacy is supposed to facilitate the forming of behavioral intentions, the development of action plans, and the initiation of action. It can support the translation of intentions into action.

See also:

Unconscious motivation

Some psychologists believe that a significant portion of human behavior is energized and directed by unconscious motives. According to Maslow, "Psychoanalysis has often demonstrated that the relationship between a conscious desire and the ultimate unconscious aim that underlies it need not be at all direct.^[10]" In other words, stated motives do not always match those inferred by skilled observers. For example, it is possible that a person can be accident-prone because he has an unconscious desire to hurt himself and not because he is careless or ignorant of the safety rules.^{[citation needed]} Similarly, some overweight people are not hungry at all for food but for fighting and kissing. Eating is merely a defensive reaction to lack of attention.^{[citation needed]} Some workers damage more equipment than others do because they harbor unconscious feelings of aggression toward authority figures.^{[citation needed]}

Psychotherapists^[who?] point out that some behavior is so automatic that the reasons for it are not available in the individual's conscious mind. Compulsive cigarette smoking is an example. Sometimes maintaining self-esteem is so important and the motive for an activity is so threatening that it is simply not recognized and, in fact, may be disguised or repressed. Rationalization, or "explaining away", is one such disguise, or defense mechanism, as it is called. Another is projecting or attributing one's own faults to others. "I feel I am to blame", becomes "It is her fault; she is selfish". Repression of powerful but socially unacceptable motives may result in outward behavior that is the opposite of the repressed tendencies. An example of this would be the employee who hates his boss but overworks himself on the job to show that he holds him in high regard.^{[citation needed]}

Unconscious motives add to the hazards of interpreting human behavior and, to the extent that they are present, complicate the life of the administrator. On the other hand, knowledge that unconscious motives exist can lead to a more careful assessment of behavioral problems. Although few contemporary psychologists deny the existence of unconscious factors, many^[who?] do believe that these are activated only in times of anxiety and stress, and that in the ordinary course of events, human behavior — from the subject's point of view — is rationally purposeful.

Intrinsic motivation and the 16 basic desires theory

Starting from studies involving more than 6,000 people, Professor Steven Reiss has proposed a theory that find 16 basic desires that guide nearly all human behavior. ^[11] ^[12]

The desires are:

Acceptance, the need for approval
Curiosity, the need to think
Eating, the need for food
Family, the need to raise children
Honor, the need to be loyal to the traditional values of one's clan/ethnic group
Idealism, the need for social justice
Independence, the need for individuality
Order, the need for organized, stable, predictable environments

Physical Activity, the need for exercise
Power, the need for influence of will
Romance, the need for sex
Saving, the need to collect
Social Contact, the need for friends (peer relationships)
Status, the need for social standing/importance
Tranquility, the need to be safe
Vengeance, the need to strike back

In this model, people differ in these basic desires. These basic desires represent intrinsic desires that directly motivate a person's behavior, and not aimed at indirectly satisfying other desires. People may also be motivated by non-basic desires, but in this case this does not relate to deep motivation, or only as a means to achieve other basic desires.

Goal-setting theory

Goal-setting theory is based on the notion that individuals sometimes have a drive to reach a clearly defined end state. Often, this end state is a reward in itself. A goal's efficiency is affected by three features; proximity, difficulty and specificity. An ideal goal should present a situation where the time between the initiation of behavior and the end state is close in time. This explains why some children are more motivated to learn how to ride a bike than mastering algebra. A goal should be moderate, not too hard or too easy to complete. In both cases, most people are not optimally motivated, as many want a challenge (which assumes some kind of insecurity of success). At the same time people want to feel that there is a substantial probability that they will succeed. Specificity concerns the description of the goal. The goal should be objectively defined and intelligible for the individual. A classic example of a poorly specified goal is to get the highest possible grade. Most children have no idea how much effort they need to reach that goal. For further reading, see Locke and Latham (2002).

=Opponent-process theory

McClelland’s achievement motivation theory

David McClelland’s achievement motivation theory envisages that a person has need for three things but people differ in degree in which the various needs influence their behavior:

Other theories

Controlling motivation

The control of motivation is only understood to a limited extent. There are many different approaches of motivation training, but many of these are considered pseudoscientific by critics. To understand how to control motivation it is first necessary to understand why many people lack motivation.

Early programming

File:Brain-metabolism.jpg

Data by Harold Chugani on brain activity, (click image for source details). The red dots show activity in the frontal cortex, the "youngest" region in the human brain from an evolutionary perspective. It is important for analysis and creativity. The blue curve, copied from another diagram of the same source, shows the development of brain volume through childhood. As can be seen from the data, brain activity in children is much higher than in adults, making early influences critical for motivation in later life.

Modern imaging has provided solid empirical support for the psychological theory that emotional programming is largely defined in childhood. Harold Chugani, Medical Director of the PET Clinic at the Children's Hospital of Michigan and professor of pediatrics, neurology and radiology at Wayne State University School of Medicine, has found that children's brains are much more capable of consuming new information (linked to emotions) than those of adults. Brain activity in cortical regions is about twice as high in children as in adults from the third to the ninth year of life. After that period, it declines constantly to the low levels of adulthood. Brain volume, on the other hand, is already at about 95% of adult levels in the ninth year of life.

Organization

Besides the very direct approaches to motivation, beginning in early life, there are solutions which are more abstract but perhaps nevertheless more practical for self-motivation. Virtually every motivation guidebook includes at least one chapter about the proper organization of one's tasks and goals. It is usually suggested that it is critical to maintain a list of tasks, with a distinction between those which are completed and those which are not, thereby moving some of the required motivation for their completion from the tasks themselves into a "meta-task", namely the processing of the tasks in the task list, which can become a routine. The viewing of the list of completed tasks may also be considered motivating, as it can create a satisfying sense of accomplishment. "It's all because clearly the number one motivator of people is feedback on results."^[13]

Most electronic to-do lists have this basic functionality, although the distinction between completed and non-completed tasks is not always clear (completed tasks are sometimes simply deleted, instead of kept in a separate list).

Other forms of information organization may also be motivational, such as the use of mind maps to organize one's ideas, and thereby "train" the neural network that is the human brain to focus on the given task. Simpler forms of idea notation such as simple bullet-point style lists may also be sufficient, or even more useful to less visually oriented persons.

Employee Motivation

Workers in any organization need something to keep them working. Most times the salary of the employee is enough to keep him or her working for an organization. However, sometimes just working for salary is not enough for employees to stay at an organization. An employee must be motivated to work for a company or organization. If no motivation is present in an employee, then that employee’s quality of work or all work in general will deteriorate.

Keeping an employee working at full potential is the ultimate goal of employee motivation. There are many methods to help keep employees motivated. Some traditional ways of motivating workers are placing them in competition with each other. Friendly competition is a great way to generate motivation^[14] among employees. This gives a chance for employees to flex their working skills in a competition against their peers. This not only will motivate employees with a result of greater production, but the competition with recorded results will give the employer an idea of who is being most productive.

Drugs

Some authors, especially in the transhumanist movement, have suggested the use of "smart drugs", also known as nootropics, as "motivation-enhancers". The effects of many of these drugs on the brain are emphatically not well understood, and their legal status often makes open experimentation difficult.^{[citation needed]}

Converging neurobiological evidence also supports the idea that addictive drugs such as cocaine, nicotine, alcohol, and heroin act on brain systems underlying motivation for natural rewards, such as the mesolimbic dopamine system. Normally, these brain systems serve to guide us toward fitness-enhancing rewards (food, water, sex, etc.), but they can be co-opted by repeated use of drugs of abuse, causing addicts to excessively pursue drug rewards. Therefore, drugs can hijack brain systems underlying other motivations, causing the almost singular pursuit of drugs characteristic of addiction.

Applications

Education

Motivation is of particular interest to Educational psychologists because of the crucial role it plays in student learning. However, the specific kind of motivation that is studied in the specialized setting of education differs qualitatively from the more general forms of motivation studied by psychologists in other fields.

Motivation in education can have several effects on how students learn and how they behave towards subject matter.^[15] It can:

Direct behavior toward particular goals
Lead to increased effort and energy
Increase initiation of, and persistence in, activities
Enhance cognitive processing
Determine what consequences are reinforcing
Lead to improved performance.

Because students are not always internally motivated, they sometimes need situated motivation, which is found in environmental conditions that the teacher creates.

There are two kinds of motivation:

Intrinsic motivation occurs when people are internally motivated to do something because it either brings them pleasure, they think it is important, or they feel that what they are learning is significant.
Extrinsic motivation comes into play when a student is compelled to do something or act a certain way because of factors external to him or her (like money or good grades).

Note also that there is already questioning and expansion about this dichotomy on motivation, e.g., Self-Determination Theory.

Motivation has been found to be a pivotal area in treating Autism Spectrum Disorders, as in Pivotal Response Therapy.

Motivation is also an important element in the concept of Andragogy (what motivates the adult learner).

Sudbury Model schools' approach to motivation

Sudbury Model schools adduce that the cure to the problem of procrastination, of learning in general, and particularly of scientific illiteracy is to remove once and for all what they call the underlying disease: compulsion in schools. They contend that human nature in a free society recoils from every attempt to force it into a mold; that the more requirements we pile onto children at school, the surer we are to drive them away from the material we are trying to force down their throats; that after all the drive and motivation of infants to master the world around them is legendary. They assert that schools must keep that drive alive by doing what some of them do: nurturing it on the freedom it needs to thrive.^[16]

Sudbury Model schools do not perform and do not offer evaluations, assessments, transcripts, or recommendations, asserting that they do not rate people, and that school is not a judge; comparing students to each other, or to some standard that has been set is for them a violation of the student's right to privacy and to self-determination. Students decide for themselves how to measure their progress as self-starting learners as a process of self-evaluation: real life-long learning and the proper educational evaluation for the 21st Century, they adduce.^[17] According to Sudbury Model schools, this policy does not cause harm to their students as they move on to life outside the school. However, they admit it makes the process more difficult, but that such hardship is part of the students learning to make their own way, set their own standards and meet their own goals. The no-grading and no-rating policy helps to create an atmosphere free of competition among students or battles for adult approval, and encourages a positive co-operative environment amongst the student body.^[18]

Business

At lower levels of Maslow's hierarchy of needs, such as Physiological needs, money is a motivator, however it tends to have a motivating effect on staff that lasts only for a short period (in accordance with Herzberg's two-factor model of motivation). At higher levels of the hierarchy, praise, respect, recognition, empowerment and a sense of belonging are far more powerful motivators than money, as both Abraham Maslow's theory of motivation and Douglas McGregor's Theory X and theory Y (pertaining to the theory of leadership) demonstrate.

Maslow has money at the lowest level of the hierarchy and shows other needs are better motivators to staff. McGregor places money in his Theory X category and feels it is a poor motivator. Praise and recognition are placed in the Theory Y category and are considered stronger motivators than money.

Motivated employees always look for better ways to do a job.
Motivated employees are more quality oriented.
Motivated workers are more productive.

The average workplace is about midway between the extremes of high threat and high opportunity. Motivation by threat is a dead-end strategy, and naturally staff are more attracted to the opportunity side of the motivation curve than the threat side. Motivation is a powerful tool in the work environment that can lead to employees working at their most efficient levels of production.^[19]

Nonetheless, Steinmertz also discusses three common character types of subordinates: ascendant, indifferent, and ambivalent whom all react and interact uniquely, and must be treated, managed, and motivated accordingly. An effective leader must understand how to manage all characters, and more importantly the manager must utilize avenues that allow room for employees to work, grow, and find answers independently.^[20]

The assumptions of Maslow and Herzberg were challenged by a classic study^[21] at Vauxhall Motors' UK manufacturing plant. This introduced the concept of orientation to work and distinguished three main orientations: instrumental (where work is a means to an end), bureaucratic (where work is a source of status, security and immediate reward) and solidaristic (which prioritises group loyalty).

Other theories which expanded and extended those of Maslow and Herzberg included Kurt Lewin's Force Field Theory, Edwin Locke's Goal Theory and Victor Vroom's Expectancy theory. These tend to stress cultural differences and the fact that individuals tend to be motivated by different factors at different times.^[22]

According to the system of scientific management developed by Frederick Winslow Taylor, a worker's motivation is solely determined by pay, and therefore management need not consider psychological or social aspects of work. In essence, scientific management bases human motivation wholly on extrinsic rewards and discards the idea of intrinsic rewards.

In contrast, David McClelland (see above) believed that workers could not be motivated by the mere need for money — in fact, extrinsic motivation (e.g., money) could extinguish intrinsic motivation such as achievement motivation, though money could be used as an indicator of success for various motives, e.g., keeping score. In keeping with this view, his consulting firm, McBer & Company, had as its first motto "To make everyone productive, happy, and free." For McClelland, satisfaction lay in aligning a person's life with their fundamental motivations.

Elton Mayo found out that the social contacts a worker has at the workplace are very important and that boredom and repetitiveness of tasks lead to reduced motivation. Mayo believed that workers could be motivated by acknowledging their social needs and making them feel important. As a result, employees were given freedom to make decisions on the job and greater attention was paid to informal work groups. Mayo named the model the Hawthorne effect. His model has been judged as placing undue reliance on social contacts at work situations for motivating employees.^[23]

In Essentials of Organizational Behavior, Robbins and Judge examine recognition programs as motivators, and identify five principles that contribute to the success of an employee incentive program:^[24]

Recognition of employees' individual differences, and clear identification of behavior deemed worthy of recognition
Allowing employees to participate
Linking rewards to performance
Rewarding of nominators
Visibility of the recognition process

Online communities

Motivation to participate and contribute represents one of the most important element in the success of online communities (and virtual communities).

See more at: Online participation

References

^ Bentham, J (1789). An Introduction to the Principles of Morals and Legislation.
^ Geen(1995)
^ Deci, E. (1972), "Intrinsic Motivation, Extrinsic Reinforcement, and Inequity", Journal of Personality and Social Psychology, 22 (1): 113–120, doi:10.1037/h0032355
^ Bandura, A. (1997), Self-efficacy: The exercise of control, New York: Freeman, p. 604, ISBN 9780716726265
^ Lepper, M. R., Greene, D. & Nisbett, R. E. (1973) Undermining children's intrinsic interest with extrinsic rewards: A test of the overjustification hypothesis. Journal of Personality and Social Psychology, 28(1), pp. 129-137.
^ Kerr, Steven (1995) On the folly of rewarding A, while hoping for B. http://pages.stern.nyu.edu/~wstarbuc/mob/kerrab.html
^ Barker, S (2004). Psychology (2nd ed.). Boston: Pearson Education.
^ Deci, Edward L. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum. ISBN 0-30-642022-8. {{cite book}}: Unknown parameter |coauthors= ignored (|author= suggested) (help)
^ Locke and Latham (2002)
^ Maslow, Motivation and Personality, p. 66.
^ Reiss, Steven (2000), Who am I: The 16 basic desires that motivate our actions and define our personalities, New York: Tarcher/Putnam, p. 288, ISBN 1-58542-045-X
^ Reiss, Steven (2004), "Multifaceted nature of intrinsic motivation: The theory of 16 basic desires" (PDF), Review of General Psychology, 8 (3): 179–193, doi:10.1037/1089-2680.8.3.179
^ Blanchard, K. H.; Johnson, S. (1982). The One Minute Manager. HarperCollins. p. 67. ISBN 9780688014292.
^ Daily Motivation and its effects on Society
^ Ormrod, 2003
^ Greenberg D. (1992) Freedom Nurtures Culture and Learning, Education in America: A View From Sudbury Valley.
^ Greenberg, D. (2000). 21st Century Schools, edited transcript of a talk delivered at the April 2000 International Conference on Learning in the 21st Century.
^ Greenberg, D. (1987). Chapter 20, Evaluation, Free at Last — The Sudbury Valley School.
^ Steinmetz, L. (1983) Nice Guys Finish Last: Management Myths and Reality. Boulder, Colorado: Horizon Publications Inc.
^ Steinmetz, L.L. (1983) Nice Guys Finish Last: Management Myths and Reality. Boulder, Colorado: Horizon Publications Inc. (p.43-44)
^ Goldthorpe, J.H., Lockwood, D., Bechhofer, F. and Platt, J. (1968) The Affluent Worker: Attitudes and Behaviour Cambridge: Cambridge University Press.
^ Weightman, J. (2008) The Employee Motivation Audit: Cambridge Strategy Publications
^ Human Resources Management, HT Graham and R Bennett M+E Handbooks(1993) ISBN 0-7121-0844-0
^ Robbins, Stephen P.; Judge, Timothy A. (2007), Essentials of Organizational Behavior (9 ed.), Upper Saddle River, NJ: Prentice Hall

External links

Factors of intrinsic motivation: Brief introduction to intrinsic movitation and factors that influence intrinsic motivation.
There is no intrinsic motivation: An article arguing that no intrinsic motivation exists.
Home Based Business and Motivation: Article about pro's and con's of Motivation in Home Based Business.

[Bentham-1] Bentham, J (1789). An Introduction to the Principles of Morals and Legislation.

[Geen-2] Geen(1995)

[3] Deci, E. (1972), "Intrinsic Motivation, Extrinsic Reinforcement, and Inequity", Journal of Personality and Social Psychology, 22 (1): 113–120, doi:10.1037/h0032355

[4] Bandura, A. (1997), Self-efficacy: The exercise of control, New York: Freeman, p. 604, ISBN 9780716726265

[5] Lepper, M. R., Greene, D. & Nisbett, R. E. (1973) Undermining children's intrinsic interest with extrinsic rewards: A test of the overjustification hypothesis. Journal of Personality and Social Psychology, 28(1), pp. 129-137.

[6] Kerr, Steven (1995) On the folly of rewarding A, while hoping for B. http://pages.stern.nyu.edu/~wstarbuc/mob/kerrab.html

[Barker-7] Barker, S (2004). Psychology (2nd ed.). Boston: Pearson Education.

[8] Deci, Edward L. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum. ISBN 0-30-642022-8. {{cite book}}: Unknown parameter |coauthors= ignored (|author= suggested) (help)

[9] Locke and Latham (2002)

[10] Maslow, Motivation and Personality, p. 66.

[11] Reiss, Steven (2000), Who am I: The 16 basic desires that motivate our actions and define our personalities, New York: Tarcher/Putnam, p. 288, ISBN 1-58542-045-X

[12] Reiss, Steven (2004), "Multifaceted nature of intrinsic motivation: The theory of 16 basic desires" (PDF), Review of General Psychology, 8 (3): 179–193, doi:10.1037/1089-2680.8.3.179

[13] Blanchard, K. H.; Johnson, S. (1982). The One Minute Manager. HarperCollins. p. 67. ISBN 9780688014292.

[14] Daily Motivation and its effects on Society

[15] Ormrod, 2003

[16] Greenberg D. (1992) Freedom Nurtures Culture and Learning, Education in America: A View From Sudbury Valley.

[17] Greenberg, D. (2000). 21st Century Schools, edited transcript of a talk delivered at the April 2000 International Conference on Learning in the 21st Century.

[18] Greenberg, D. (1987). Chapter 20, Evaluation, Free at Last — The Sudbury Valley School.

[19] Steinmetz, L. (1983) Nice Guys Finish Last: Management Myths and Reality. Boulder, Colorado: Horizon Publications Inc.

[20] Steinmetz, L.L. (1983) Nice Guys Finish Last: Management Myths and Reality. Boulder, Colorado: Horizon Publications Inc. (p.43-44)

[21] Goldthorpe, J.H., Lockwood, D., Bechhofer, F. and Platt, J. (1968) The Affluent Worker: Attitudes and Behaviour Cambridge: Cambridge University Press.

[22] Weightman, J. (2008) The Employee Motivation Audit: Cambridge Strategy Publications

[23] Human Resources Management, HT Graham and R Bennett M+E Handbooks(1993) ISBN 0-7121-0844-0

[24] Robbins, Stephen P.; Judge, Timothy A. (2007), Essentials of Organizational Behavior (9 ed.), Upper Saddle River, NJ: Prentice Hall

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