theory of motivation essay

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Motivational Theories, Essay Example

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Part of a manager’s duties in the workplace involves motivating employees. A manager who successfully motivates his or her employees will be able to reap the benefits tied to better employee performance. A manager who unsuccessfully motivates employees earns the consequences of a poorly functioning organization. Managers can apply different motivational theories to assist them in motivating staff. Three motivational theories, Expectancy Theory, Reinforcement Theory, and Adam’s Equity Theory of Motivation, are useful tools for motivating employees.

Expectancy Theory points to the relationship between motivation and outcome (“Expectency Theory” n.d.). Essentially, the theory states that people will work hard when they expect the outcome of their hard work to be positive (“Expectency Theory” n.d.). As such, expectancy theory states that motivating people should come down to three things (“Expectency Theory” n.d.). First, motivation is a factor of effort (“Expectency Theory” n.d.). In order to motivate others, employers should encourage the belief that more effort equals better performance. Second, employers should encourage the belief that better performance will lead to better rewards (“Expectency Theory” n.d.).Finally, employers should focus on the outcome by making sure that the reward is attractive to the employee (“Expectency Theory” n.d.).

Expectancy theory has both pros and cons when managers use it in the application of performance improvement. First, since expectancy theory is dependent upon individual perspective, the outcome is dependent on each employee’s individual perspective. If the manager has an understanding of the perspective, it will be successful; otherwise it will fail miserably. If managers want to see the results of expectancy theory, they can utilize several tools. First they can use a reward system that is closely tied to pay-for-performance (“Expectency Theory” n.d.). Second, they can use training to instill the belief that added effort will lead to better performance.

A second motivational theory, Reinforcement Theory, states that individuals behaviors are a function of the consequences (“Reinforcement Theory” n.d.). In other words, an individual will repeat behaviors that lead to positive consequences and fail to repeat behaviors that lead to negative consequences (“Reinforcement Theory” n.d.). Management should be sure to tie the consequence directly to the behavior in order to see the results.

While Reinforcement Theory can be helpful to managers, it has been criticized for failing to focus on the causes of individuals’ behavior. On the positive side, the theory can be a strong tool for analyzing the controlling mechanisms of human behavior (“Reinforcement Theory” n.d.). Under this theory, managers can use several tools to motivate individuals’ behavior including positive reinforcement or negative reinforcement (“Reinforcement Theory” n.d.).

The third motivational theory is Adam’s Equity Theory of Motivation. This theory states that employees will strive to achieve equity between them and their coworkers (buzz). This can be achieved when the outcome to input ratio is equal for all employees (buzz). Managers can implement this theory by tying rewards to performance and by setting goals effectively for workers (buzz).

Adam’s Equity Theory can work in situations where the work employees perform is easy to measure and compare. When employees perform similar, standardized procedures, managers can easily compare the data. However, sometimes employees perform job duties that may not tie directly to a quantifiable measure. In cases such as this, equity theory falls short.

Motivated employees will work harder. This hard work leads to a more profitable company. Motivation theories explain ways managers can ensure that their organizations are more profitable. With proper application, both employees and managers can reap the benefits.

Expectency Theory: Motivate Your Team by Linking Effort With Outcome. (n.d.) Retrieved from http://www.lacpa.org.lb/Includes/Images/Docs/TC/TC341.pdf

Reinforcement Theory of Motivation. (n.d.). Retreived from http://www.managementstudyguide.com/reinforcement-theory-motivation.htm

Equity Theory of Motivation. (n.d.) Retreived from http://www.buzzle.com/articles/equity-theory-of-motivation.html

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Motivation: Introduction to the Theory, Concepts, and Research

• First Online: 03 May 2018

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• Paulina Arango 4  

Part of the book series: Literacy Studies ((LITS,volume 15))

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Motivation is a psychological construct that refers to the disposition to act and direct behavior according to a goal. Like most of psychological processes, motivation develops throughout the life span and is influenced by both biological and environmental factors. The aim of this chapter is to summarize research on the development of motivation from infancy to adolescence, which can help understand the typical developmental trajectories of this ability and its relation to learning. We will start with a review of some of the most influential theories of motivation and the aspects each of them has emphasized. We will also explore how biology and experience interact in this development, paying special attention to factors such as: school, family, and peers, as well as characteristics of the child including self-esteem, cognitive development, and temperament. Finally, we will discuss the implications of understanding the developmental trajectories and the factors that have an impact on this development, for both teachers and parents.

• Achievement
• Motivational theories
• Influences on motivation

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Arango, P. (2018). Motivation: Introduction to the Theory, Concepts, and Research. In: Orellana García, P., Baldwin Lind, P. (eds) Reading Achievement and Motivation in Boys and Girls. Literacy Studies, vol 15. Springer, Cham. https://doi.org/10.1007/978-3-319-75948-7_1

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Motivation: The Driving Force Behind Our Actions

Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

Amy Morin, LCSW, is a psychotherapist and international bestselling author. Her books, including "13 Things Mentally Strong People Don't Do," have been translated into more than 40 languages. Her TEDx talk,  "The Secret of Becoming Mentally Strong," is one of the most viewed talks of all time.

Verywell / Emily Roberts 

• Improvement

The term motivation describes why a person does something. It is the driving force behind human actions. Motivation is the process that initiates, guides, and maintains goal-oriented behaviors.

For instance, motivation is what helps you lose extra weight, or pushes you to get that promotion at work. In short, motivation causes you to act in a way that gets you closer to your goals. Motivation includes the biological , emotional , social , and cognitive forces that activate human behavior.

Motivation also involves factors that direct and maintain goal-directed actions. Although, such motives are rarely directly observable. As a result, we must often infer the reasons why people do the things that they do based on observable behaviors.

Learn the types of motivation that exist and how we use them in our everyday lives. And if it feels like you've lost your motivation, do not worry. There are many ways to develop or improve your self-motivation levels.

Press Play for Advice on Motivation

Hosted by therapist Amy Morin, LCSW, this episode of The Verywell Mind Podcast shares an exercise you can use to help you perform your best. Click below to listen now.

Follow Now : Apple Podcasts / Spotify / Google Podcasts

What Are the Types of Motivation?

The two main types of motivation are frequently described as being either extrinsic or intrinsic.

• Extrinsic motivation arises from outside of the individual and often involves external rewards such as trophies, money, social recognition, or praise.
• Intrinsic motivation is internal and arises from within the individual, such as doing a complicated crossword puzzle purely for the gratification of solving a problem.

A Third Type of Motivation?

Some research suggests that there is a third type of motivation: family motivation. An example of this type is going to work when you are not motivated to do so internally (no intrinsic motivation), but because it is a means to support your family financially.

Why Motivation Is Important

Motivation serves as a guiding force for all human behavior. So, understanding how motivation works and the factors that may impact it can be important for several reasons.

Understanding motivation can:

• Increase your efficiency as you work toward your goals
• Drive you to take action
• Encourage you to engage in health-oriented behaviors
• Help you avoid unhealthy or maladaptive behaviors, such as risk-taking and addiction
• Help you feel more in control of your life
• Improve your overall well-being and happiness

Click Play to Learn More About Motivation

This video has been medically reviewed by John C. Umhau, MD, MPH, CPE .

What Are the 3 Components of Motivation?

If you've ever had a goal (like wanting to lose 20 pounds or run a marathon), you probably already know that simply having the desire to accomplish these things is not enough. You must also be able to persist through obstacles and have the endurance to keep going in spite of difficulties faced.

These different elements or components are needed to get and stay motivated. Researchers have identified three major components of motivation: activation, persistence, and intensity.

• Activation is the decision to initiate a behavior. An example of activation would be enrolling in psychology courses in order to earn your degree.
• Persistence is the continued effort toward a goal even though obstacles may exist. An example of persistence would be showing up for your psychology class even though you are tired from staying up late the night before.
• Intensity is the concentration and vigor that goes into pursuing a goal. For example, one student might coast by without much effort (minimal intensity) while another student studies regularly, participates in classroom discussions, and takes advantage of research opportunities outside of class (greater intensity).

The degree of each of these components of motivation can impact whether you achieve your goal. Strong activation, for example, means that you are more likely to start pursuing a goal. Persistence and intensity will determine if you keep working toward that goal and how much effort you devote to reaching it.

Tips for Improving Your Motivation

All people experience fluctuations in their motivation and willpower . Sometimes you feel fired up and highly driven to reach your goals. Other times, you might feel listless or unsure of what you want or how to achieve it.

If you're feeling low on motivation, there are steps you can take to help increase your drive. Some things you can do to develop or improve your motivation include:

• Adjust your goals to focus on things that really matter to you. Focusing on things that are highly important to you will help push you through your challenges more than goals based on things that are low in importance.
• If you're tackling something that feels too big or too overwhelming, break it up into smaller, more manageable steps. Then, set your sights on achieving only the first step. Instead of trying to lose 50 pounds, for example, break this goal down into five-pound increments.
• Improve your confidence . Research suggests that there is a connection between confidence and motivation. So, gaining more confidence in yourself and your skills can impact your ability to achieve your goals.
• Remind yourself about what you've achieved in the past and where your strengths lie. This helps keep self-doubts from limiting your motivation.
• If there are things you feel insecure about, try working on making improvements in those areas so you feel more skilled and capable.

Causes of Low Motivation

There are a few things you should watch for that might hurt or inhibit your motivation levels. These include:

• All-or-nothing thinking : If you think that you must be absolutely perfect when trying to reach your goal or there is no point in trying, one small slip-up or relapse can zap your motivation to keep pushing forward.
• Believing in quick fixes : It's easy to feel unmotivated if you can't reach your goal immediately but reaching goals often takes time.
• Thinking that one size fits all : Just because an approach or method worked for someone else does not mean that it will work for you. If you don't feel motivated to pursue your goals, look for other things that will work better for you.

Motivation and Mental Health

Sometimes a persistent lack of motivation is tied to a mental health condition such as depression . Talk to your doctor if you are feeling symptoms of apathy and low mood that last longer than two weeks.

Theories of Motivation

Throughout history, psychologists have proposed different theories to explain what motivates human behavior. The following are some of the major theories of motivation.

The instinct theory of motivation suggests that behaviors are motivated by instincts, which are fixed and inborn patterns of behavior. Psychologists such as William James, Sigmund Freud , and William McDougal have proposed several basic human drives that motivate behavior. They include biological instincts that are important for an organism's survival—such as fear, cleanliness, and love.

Drives and Needs

Many behaviors such as eating, drinking, and sleeping are motivated by biology. We have a biological need for food, water, and sleep. Therefore, we are motivated to eat, drink, and sleep. The drive reduction theory of motivation suggests that people have these basic biological drives, and our behaviors are motivated by the need to fulfill these drives.

Abraham Maslow's hierarchy of needs is another motivation theory based on a desire to fulfill basic physiological needs. Once those needs are met, it expands to our other needs, such as those related to safety and security, social needs, self-esteem, and self-actualization.

Arousal Levels

The arousal theory of motivation suggests that people are motivated to engage in behaviors that help them maintain their optimal level of arousal. A person with low arousal needs might pursue relaxing activities such as reading a book, while those with high arousal needs might be motivated to engage in exciting, thrill-seeking behaviors such as motorcycle racing.

The Bottom Line

Psychologists have proposed many different theories of motivation . The reality is that there are numerous different forces that guide and direct our motivations.

Understanding motivation is important in many areas of life beyond psychology, from parenting to the workplace. You may want to set the best goals and establish the right reward systems to motivate others as well as to  increase your own motivation .

Knowledge of motivating factors (and how to manipulate them) is used in marketing and other aspects of industrial psychology. It's an area where there are many myths, and everyone can benefit from knowing what works with motivation and what doesn't.

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By Kendra Cherry, MSEd Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

Emotion and Motivation

Theories about motivation, learning objectives.

• Describe basic theories of motivation, including concepts such as instincts, drive reduction, and self-efficacy

Figure 1 . (a) William James proposed the instinct theory of motivation, asserting that behavior is driven by instincts. (b) In humans, instincts may include behaviors such as an infant’s rooting for a nipple and sucking. (credit b: modification of work by “Mothering Touch”/Flickr)

Another early theory of motivation proposed that the maintenance of homeostasis is particularly important in directing behavior. You may recall from your earlier reading that homeostasis is the tendency to maintain a balance, or optimal level, within a biological system. In a body system, a control center (which is often part of the brain) receives input from receptors (which are often complexes of neurons). The control center directs effectors (which may be other neurons) to correct any imbalance detected by the control center.

According to the drive theory of motivation, deviations from homeostasis create physiological needs. These needs result in psychological drive states that direct behavior to meet the need and, ultimately, bring the system back to homeostasis. For example, if it’s been a while since you ate, your blood sugar levels will drop below normal. This low blood sugar will induce a physiological need and a corresponding drive state (i.e., hunger) that will direct you to seek out and consume food (Figure 2). Eating will eliminate the hunger, and, ultimately, your blood sugar levels will return to normal. Interestingly, drive theory also emphasizes the role that habits play in the type of behavioral response in which we engage. A habit is a pattern of behavior in which we regularly engage. Once we have engaged in a behavior that successfully reduces a drive, we are more likely to engage in that behavior whenever faced with that drive in the future (Graham & Weiner, 1996).

Figure 2 . Hunger and subsequent eating are the result of complex physiological processes that maintain homeostasis. (credit “left”: modification of work by “Gracie and Viv”/Flickr; credit “center”: modification of work by Steven Depolo; credit “right”: modification of work by Monica Renata)

Extensions of drive theory take into account levels of arousal as potential motivators. Just as drive theory aims to return the body to homeostasis, arousal theory aims to find the optimal level of arousal. If we are underaroused, we become bored and will seek out some sort of stimulation. On the other hand, if we are overaroused, we will engage in behaviors to reduce our arousal (Berlyne, 1960). Most students have experienced this need to maintain optimal levels of arousal over the course of their academic career. Think about how much stress students experience toward the end of spring semester. They feel overwhelmed with seemingly endless exams, papers, and major assignments that must be completed on time. They probably yearn for the rest and relaxation that awaits them over the extended summer break. However, once they finish the semester, it doesn’t take too long before they begin to feel bored. Generally, by the time the next semester is beginning in the fall, many students are quite happy to return to school. This is an example of how arousal theory works.

Figure 2 . The concept of optimal arousal in relation to performance on a task is depicted here. Performance is maximized at the optimal level of arousal, and it tapers off during under- and overarousal.

So what is the optimal level of arousal? What level leads to the best performance? Research shows that moderate arousal is generally best; when arousal is very high or very low, performance tends to suffer (Yerkes & Dodson, 1908). Think of your arousal level regarding taking an exam for this class. If your level is very low, such as boredom and apathy, your performance will likely suffer. Similarly, a very high level, such as extreme anxiety, can be paralyzing and hinder performance. Consider the example of a softball team facing a tournament. They are favored to win their first game by a large margin, so they go into the game with a lower level of arousal and get beat by a less skilled team.

But optimal arousal level is more complex than a simple answer that the middle level is always best. Researchers Robert Yerkes (pronounced “Yerk-EES”) and John Dodson discovered that the optimal arousal level depends on the complexity and difficulty of the task to be performed (Figure 4). This relationship is known as Yerkes-Dodson law , which holds that a simple task is performed best when arousal levels are relatively high and complex tasks are best performed when arousal levels are lower.

Figure 4 . Task performance is best when arousal levels are in a middle range, with difficult tasks best performed under lower levels of arousal and simple tasks best performed under higher levels of arousal.

Self-efficacy and Social Motives

Self-efficacy is an individual’s belief in her own capability to complete a task, which may include a previous successful completion of the exact task or a similar task. Albert Bandura (1994) theorized that an individual’s sense of self-efficacy plays a pivotal role in motivating behavior. Bandura argues that motivation derives from expectations that we have about the consequences of our behaviors, and ultimately, it is the appreciation of our capacity to engage in a given behavior that will determine what we do and the future goals that we set for ourselves. For example, if you have a sincere belief in your ability to achieve at the highest level, you are more likely to take on challenging tasks and to not let setbacks dissuade you from seeing the task through to the end.

A number of theorists have focused their research on understanding social motives (McAdams & Constantian, 1983; McClelland & Liberman, 1949; Murray et al., 1938). Among the motives they describe are needs for achievement, affiliation, and intimacy. It is the need for achievement that drives accomplishment and performance. The need for affiliation encourages positive interactions with others, and the need for intimacy causes us to seek deep, meaningful relationships. Henry Murray et al. (1938) categorized these needs into domains. For example, the need for achievement and recognition falls under the domain of ambition. Dominance and aggression were recognized as needs under the domain of human power, and play was a recognized need in the domain of interpersonal affection.

Link to Learning

Watch this video from Dan Pink’s Ted talk on “The surprising truth about what motivates us.” Think about what things motivate you , and how you anticipate that you might respond to the types of incentives explained in the talk.

You can view the transcript for “RSA ANIMATE: Drive: The surprising truth about what motivates us” here (opens in new window) .

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8 The Motivational Theory of Emotions

• Published: November 2014
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Having an emotion customarily involves appraising a stimulus a particular way, feeling a particular way, and being motivated to act a particular way. These three aspects offer distinctive entry points for explaining what emotions are. Philosophers have so far built their accounts primarily around appraisals and feelings. As a result, two research programs have dominated the philosophy of emotions over the past forty years: Cognitivism and Perceptualism. The objective of this paper is to introduce a new Motivational Theory of Emotions, which replaces the primacy of the appraisal and feeling aspects of emotions with the primacy of their motivational dimension. The core proposal is that emotions are action control systems designed to prioritize the pursuit of some goals over others. The Motivational Theory will be shown to explain how emotions motivate better than Cognitivism and Perceptualism, and to offer solutions to two outstanding problems in the philosophy of emotions: explaining the intentionality of emotions and explaining how emotions differ from one another.

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Table of Contents

What are motivation theories, popular motivational theories, conclusion , theories of motivation: a comprehensive guide.

Motivation drives an individual to go beyond the normal level and achieve success with great energy and enthusiasm. It pushes people to come out of their comfort zone, perform well, and be productive for their personal or professional growth. Theories of motivation allow management to understand the behavior of their employees based on their passion and interest. They put them in situations that lead to better progress of individuals and the organization as a whole.

Motivation theories refer to the study of the development of inspiration to achieve certain aims at a professional or personal level. It means the theories help identify the process of learning and understanding an individual's motivation to achieve a particular result. Motivation theories are helpful in several fields, including sociology, psychology, and business management. 

The theories are beneficial and widely applicable in management to identify the factors inspiring employees. Consequently, they aid in enhancing the productivity and profit of individuals and organizations.

Here are some popular motivational theories to find the factors that motivate individuals:

Maslow's Theory Of Hierarchical Needs

Any individual cannot focus on complex requirements until their basic requirements have not been fulfilled. Maslow’s theory outlines this hierarchy by creating a pyramid to portray the process of individuals fulfilling their basic needs before progressing to the higher level needs. These needs are generally categorized into five types, including

• Psychological Needs: It is about the basic survival needs that are needed in our daily life routine, such as food, shelter, water, clothes and so on. Psychological needs can only be fulfilled by the individual’s income.
• Safety Requirements: Safety needs refer to the needs that make individuals feel secure and protected. Protection from deprivation, employment security, health, property and other factors are included in safety requirements.
• Social Needs: They cover the individual’s sense of belonging. Everyone strives to associate with people and organizations to connect, affiliate, and join groups and communities. They indulge in team-building activities.
• Self-Esteem Needs: Individuals have a quest for recognition and respect. It makes them feel confident in their area and boosts self-esteem. This esteem can be fostered by acknowledging the employees' achievements and providing positive feedback.
• Self-Actualization Needs: Self-actualization is the highest phase of Maslow’s theory that trains individuals to have long-term complex goals to reach this level. The need inspires workers to deliver effective tasks, learn more, and work for their personal development in challenging fields. 

Mcclelland's Theory Of Needs

The theory affirms the three motivating drivers that every individual needs, though each would vary with the type of personality. The management must understand employees' behavior of striving for their specific needs and motivate them accordingly. The three dominant needs are as follows:

1. Achievement:

Some people have a hunger to be successful and get recognition. They always strive for competition to achieve higher standards in their work environment. Furthermore, they seek quick acknowledgment of their progress to be consistent in their result-based efforts.

2. Affiliation:

The theory claims that individuals want to be associated and accepted in groups. The theory aids management in understanding their employees' striving for growth within the team and building interpersonal skills, strengthening the relations between coworkers so that they can encourage them accordingly.

Some desire control of their work and are interested in leading others at their workplace. They incorporate their leadership skills to distribute work, coordinate events, and inspire coworkers.

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Incentive Theory

The theory determines that rewards or punishments influence employees' work behavior. Therefore, these are the primary motivators for individuals performing certain tasks and achieving specific results. For instance, 

• Bonus: It refers to the reward that is given to the employees for their exceptional performance. 
• Opportunity: It is a type of incentive given to individuals through paid training or continuing education to enhance their knowledge and build their skills.
• Promotion: Providing a higher position or salary can make employees feel their importance and growth.
• Paid off: Providing compensation for taking leave as additional holidays on emergency needs or planned trips can make employees feel satisfied.

Herzberg's Two-Factor Theory

The theory states that two factors influence satisfaction or dissatisfaction:

• Hygiene Factors: Satisfaction can be influenced by factors like professional relations, policies, working environment, attitude of the supervisor. If these factors are fine, they can motivate employees and vice versa.
• Motivators Factors: Motivating factors, including recognition, personal growth, achievements, career and responsibilities, are crucial for employees. Acknowledging these enhances job satisfaction.

Vroom's Expectancy Theory

The theory states that expectations for the future can have a major impact on an individual’s motivation. It means that conscious choices from the options given can boost pleasure and decrease pain. The factors that influence motivation are:

• Expectancy: It implies that Increased efforts bring success. It means if you work hard, you will get better outcomes.
• Instrumentality: Getting incentives or rewards if you meet performance expectations.
• Valence: It refers to how an employee gives importance to the expected results. 

McGregor’s Theory X And Theory Y 

McGregor introduced Mcgregor’s theory in his book named ‘The Human Side of Enterprise.’ In the book, he stated two styles of management, i.e., 

1. Theory X: 

The theory incorporates micromanaging individuals who have low motivation, are incapable of performing well, dislike their work, avoid work and responsibility and so on. Micromanagement gets the task done appropriately by using an authoritarian style of management. 

2. Theory Y: 

The theory states that managers can use a decentralized and participative management approach for people who are enthusiastic towards their work, take responsibility for their work or do not need to be supervised to get the task done appropriately.

Alderfer’s Erg Theory

The theory liquidized Maslow’s five hierarchy of needs into three categories, i.e., existence, growth and relatedness, along with physiological and materialistic desires (such as affection, clothing, food, water, etc.). It focuses on the following:

• Existence: It involves the basic needs for living, like food and shelter.
• Growth: It determines the intrinsic need for personal development aligned with self-esteem, achievement, and confidence. It requires problem-solving skills, creativity and morality.
• Relatedness: It involves interpersonal relationships, such as social interactions, terms with family members, belongings or love-related needs.

Theories of motivation aid management teams in bringing out the best ways to achieve organizational goals and work toward the desired outcomes. If we apply the theories of motivation successfully, it helps to bring positiveness, support, and inspire the employees efficiently, leading to the growth of individuals, teams and the entire organization. 

Want to build experts in your teams but do not know how to apply the theories? Join the PMP Certification Training Course to be a successful project management professional. The training involves practice sessions with an updated PMP examination preparation. Join now to upskill!

1. What are the theories of motivation?

Theories of motivation help understand the factors that motivate individuals to perform efficiently toward their specific goals. It helps management to influence individuals to achieve the result effectively.

2. Who is the father of motivation theory?

An American psychologist, Abraham Maslow, is popularly known as the father of motivation theory.

3. What is Maslow's motivation theory?

Maslow’s motivation theory determines the five fundamental needs of individuals. It incorporates physiological, safety, love and belongingness (social need), esteem and self-actualization needs. Individuals cannot switch to their complex high-level needs before fulfilling these fundamental needs.

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Home — Essay Samples — Business — Leadership and Management — Three Perspectives Of Motivation

Three Perspectives of Motivation

• Categories: Leadership and Management Organizational Behavior

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Published: Mar 13, 2024

Words: 693 | Pages: 2 | 4 min read

Table of contents

The biological perspective, the cognitive perspective, the sociocultural perspective.

• Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Prentice-Hall, Inc.
• Berridge, K. C. (2007). The debate over dopamine's role in reward: the case for incentive salience. Psychopharmacology, 191(3), 391-431.
• Deci, E. L., & Ryan, R. M. (2000). The" what" and" why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
• Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705-717.
• Markus, H. R., & Kitayama, S. (1991). Culture and the self: Implications for cognition, emotion, and motivation. Psychological Review, 98(2), 224-253.
• Wise, R. A. (2004). Dopamine, learning and motivation. Nature Reviews Neuroscience, 5(6), 483-494.

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What is Motivation? A Psychologist Explains

The simplest definition of motivation boils down to wanting (Baumeister, 2016). We want a change in behavior, thoughts, feelings, self-concept, environment, and relationships.

People often say that motivation doesn’t last. Well, neither does bathing – that’s why we recommend it daily.

This article shows what motivation is, both in real life and in how psychology observes and studies motivation. It includes an explanation of the process by analyzing real-world motivational problems like procrastination and avoidance.

Before you continue, we thought you might like to download our three Goal Achievement Exercises for free . These detailed, science-based exercises will help you or your clients create actionable goals and master techniques to create lasting behavior change.

This Article Contains:

What is motivation, motivation definition in psychology, motivation model, motivation process, motivation cycle, recommended books on motivation, a take-home message.

Motivation is an internal process. Whether we define it as a drive or a need, motivation is a condition inside us that desires a change, either in the self or the environment. When we tap into this well of energy, motivation endows the person with the drive and direction needed to engage with the environment in an adaptive, open-ended, and problem-solving sort of way (Reeve, 2015).

The essence of motivation is energized and persistent goal-directed behavior. When we are motivated, we move and take action.

Motivation is influenced by the satisfaction of needs that are either necessary for sustaining life or essential for wellbeing and growth. Physiological needs for food, water, and sex (yes sex) serve the organism to maintain life and also provide satisfaction from doing so.

Psychological needs for autonomy, mastery, and belonging direct our behavior in much the same way. As do the needs for achievement, power, closure, meaning, and self-esteem. Some of these needs will become motives as will all the intrinsic activities we engage in.

Our environment and social context will play a significant role in terms of extrinsic motivation. We will also be motivated by goals, values, and desires to experience specific emotions associated with certain end-states (Reeve, 2015).

The best way to explain motivation is to show what it looks like in everyday life. Here is an example of possible motivational reasons a person could have to engage in exercise.

For a more in-depth discussion of the many mechanisms of motivation, see our article on Motivation and What Really Drives Human Behavior .

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The study of motivation in psychology revolves around providing the best possible answers to two fundamental questions: what causes behavior, and why does behavior vary in its intensity?

Motivational science is a behavioral science that seeks to construct theories about what constitutes human motivation and how motivational processes work.

Motivation, when seen in the real world, and when measured by science , becomes visible and detectable through behavior, level of engagement, neural activation, and psychophysiology. Some would also include self-report in this list, but studies show that self-reports have proven to be highly unreliable sources of information (Reeve, 2015).

So how does motivation behave? With presence, intensity, and quality. Motivation is visible through gestures and facial expressions, intense effort, immediacy (or as psychologists like to call it short latency).

The presence of motivation can also be inferred from the levels of persistence and decisiveness in choosing one goal over another, which taken together make for a high probability of occurrence (Atkinson & Birch, 1970; 1978; Bolles, 1975; Ekman & Friesen, 1975).

Motivation can also be inferred from the level of engagement.

For example, in a coaching scenario or a motivational interview, a competent practitioner will enthusiastically and generously contribute to the flow of conversation (agentic engagement), express interest and enjoyment (emotional engagement), process deeply and pay attention (cognitive engagement), and persist in these efforts as if time and the outside world didn’t exist (behavioral engagement). And yes, for many of us, we don’t have those kinds of conversations often.

Psychophysiology

There are five psychophysiological expressions of motivation:

Brain Activations

Just like changes in behavior, engagement, and psychophysiology, brain activations mark the rise and fall and maintenance of motivational states. A different pattern of neural activity is present with each motivation and emotion. For example, the hypothalamus is active when we are thirsty, and when we feel disgusted, there is a rise in insular activity.

Researchers use sophisticated equipment like electroencephalography (EEG) and functional magnetic resonance imaging (fMRI) to observe, detect, monitor, and measure brain-based neural activity.

See our blog post on Motivation Science for more information on the neuroscience of motivation.

Putting all this together to answer the perennial question of what motivation is, but most importantly what it does, we define motivation as rising and falling of needs, cognition, and emotions expressed through patterns of behavior, levels of engagement and neural and psychophysiological activity directed toward realizing essential life outcomes. Video

How to motivate yourself to change your behavior – Tali Sharot

In a nutshell, motives are internal experiences in the form of needs, cognitions, and emotions and are the direct and proximal causes of motivated action. Social contexts and external events act as antecedents to motives that cause or trigger motivational states. Our motives express themselves through behavior, engagement, psychophysiology, brain activations, and self-report.

The model below illustrates the framework for how motivational psychologists study the process of motivation and its elements and try to find the answer to the questions about what causes motivation. It also shows why the study of motivation is so relevant to people’s lives and how motivation contributes positively to significant life outcomes like achievement, performance, and wellbeing, to name a few (Reeve, 2015).

Our motivation, when it originates from internal motives, as categorized into needs, cognitions, and emotions, is often experienced as more immediate and potent than extrinsic motivation.

Since we don’t exist in a vacuum, however, these inner experiences cannot take place without some degree of the external influence, be it in the form of consequences, incentives, or other forms of pressure arising out of the social context of our environment.

Our physiological and psychological needs drive us, our cognitions direct us, and emotions land intensity and energy to our pursuits. When the combination of antecedent conditions and the internal motives align, they create a ripe environment for engagement, which propels the action behavior.

When these behaviors, in turn, create more positive motivational and emotional states, they reinforce the behavior through a positive feedback loop and increase the likelihood of repetition (Reeve, 2015).

The greatest thief this world has ever produced is procrastination, and he is still at large.

Josh Billings

The self-concordance model of goal setting differentiates between four types of motivation (Sheldon & Elliot, 1999).

• External motivation Goals are heavily guided by external circumstances and would not occur without some kind of reward or to prevent a negative outcome.
• Introjected motivation Goals are characterized by self-image or ego-based motivation, reflecting the need to keep a certain self-image alive.
• Identified motivation The actions needed to accomplish the goal are perceived as personally important and meaningful, and personal values are the main drivers of goal pursuit.
• Intrinsic motivation When a behavior is guided by intrinsic motivation, the individual strives for this goal because of the enjoyment or stimulation that this goal provides. While there may be many good reasons for pursuing the goal, the primary reason is simply the interest in the experience of goal pursuit itself.

Goals guided by either identified or intrinsic motivation can be considered self-concordant. Self-concordant goals are associated with higher levels of wellbeing, enhanced positive mood, and higher life satisfaction levels than non-self-concordant goals.

Consider a motivational problem like procrastination or avoidance

Our needs, cognitions, emotions, environments, and relationships can play a crucial role in procrastination or avoidance.

All needs are born either out of deficiency or need for growth. Physiological needs are a particularly strong force in determining behavior. Our bodies will signal our brain if our wellbeing is threatened, and this can lead to avoidance and procrastination when we are suffering from hunger, thirst, or lack of sleep, for example.

Psychological needs are also significant drivers of motives as they represent inborn needs for the development of a sense of autonomy, competence, and relatedness. When we try to force ourselves to do something that contradicts those needs, these innate forces can be tough to overcome.

The conflict between chosen behavior and the need for satisfaction of psychological needs like autonomy can create dissonance, which can lead to avoidance or procrastination. While the fulfillment of physiological needs is about preserving wellbeing, satisfying psychological needs is about thriving and growing as a person (Reeve, 2015).

When we are no longer able to change a situation, we are challenged to change ourselves.

Viktor E. Frankl

There are also implicit needs which are acquired from our environment through socioemotional development. They vary from person to person as our experiences vary, and unlike inborn psychological needs, implicit motives are acquired.

Implicit here means unconscious. These needs occur without conscious awareness and are trait-like and enduring. Implicit needs motivate us toward the pursuit and attainment of specific social incentives (Schultheiss & Brunstein, 2010).

An implicit motive is a psychological need that arises from situational cues that cause emotional reactions, which then predict, guide, and explain people’s behavior and lifestyle. They can be inferred from the person’s characteristic thoughts, emotions, and behaviors. What a person “needs” within an implicit motive is to experience a particular pattern of affect or emotion.

For example, if we have little or no need for achievement, we may experience negative affect, such as anxiety, shame, and embarrassment while engaging in that challenging task and will avoid or procrastinate as a result. Implicit motives predict our behavior far more accurately than do explicit motives, which are basically what we tell others about what motives us (McClelland, Koestner, & Weinberger, 1989).

Our cognitions can also influence our tendency to avoid or procrastinate. Cognitions are mental constructs like goals, mindset, expectations, beliefs, and self-concept, to name a few that influence our motivation. If we have conflicting goals, for example, we may be more likely to avoid or procrastinate.

Change the way you look at things and the things you look at change.

Wayne W. Dyer

Emotions, although closely linked to cognitions and psychological needs, in and of themselves can motivate or demotivate. They can signal the importance of particular behavior. We may feel joy or pride at the possibility of goal attainment through engagement in particular behavior, or we can be afraid of failure and choose to avoid or procrastinate.

Our environment can also be either ideal and supportive or an obstacle to staying motivated and achieving our goals (Reeve, 2015). It can be full of distractions or lack optimal conditions that allow for sustained motivation.

Finally, our relationships can be supportive and empowering when it comes to change. This can be explained through a concept like the Michelangelo phenomenon, where our relationships support our potential. They can also be demotivating as in the Blueberry phenomenon, where the relationship brings out the worst in us and can contribute to procrastination and avoidance.

Motivation is a dynamic process, and our motives vary over time. Raising and falling as circumstances change, and as time passes, motives contribute to the ongoing stream of behavior. To further complicate matters, we are driven by a multitude of different motives at any one point in time.

One motive, usually the one most situationally appropriate, will be strongest and dominate our attention while other motives will be subordinate and lie relatively dormant. Although typically the strongest motive will have the most considerable influence on our behavior, as circumstances change, each subordinate motive can become dominant.

The below example shows how a student’s motivation to read varies over time in strength, starting relatively strong then weakening when compared to the need to hang out with friends or to eat a snack (Reeve, 2015).

The awareness of how motivation varies over time is particularly important when it comes to goal setting.

When we differentiate the motivational and the performance-based advantages versus disadvantages for those who adopt a short-term goal, as in eating less than 2000 calories today, versus performers who adopt a long-term goal, as in losing 20 pounds this year, we must consider the type of activity they are engaging in before making recommendations.

Short term goals work better for uninteresting activities as they boost commitment by providing feedback on progress more often, which further reinforces the effort to persist (Reeve, 2015).

Motivation to perform routine or boring activities can be improved; however, by providing clarity of goals and choice in how to perform a task. Clarity and choice can fuel a sense of mastery and autonomy, and both, in combination, can increase overall motivation as they satisfy basic psychological needs.

When it comes to interesting tasks, or as Mihaly Csíkszentmihályi (1990) calls them autotelic activities, long-term goals work better as they often provide for greater flexibility and more autonomy in how to pursue them. Short terms milestones can feel intrusive for interesting activities. Autotelic activities are already engaging, and we are often intrinsically motivated to perform them because they produce enjoyment. But most importantly, we are motivated to pursue them in the absence of external rewards or incentives.

′Autotelic′ is a word composed of two Greek roots: auto (self), and telos (goal). An autotelic activity is one we do for its own sake because to experience it is the main goal.

Mihaly Csíkszentmihályi

We also need to keep in mind that motivation to act on the goals is often higher when the goal is based in the near future, while far off goals do not create the tension of immediacy that would motivate us to act right away (Reeve, 2015).

To learn more about the types of motivation that exist, see our article on Motivation and What Really Drives Human Behavior .

You can also find many different approaches to increase motivation in the below list of self-help books published on the subject. Some are more philosophical, others biographical, and a few present recent research in motivation psychology.

17 Tools To Increase Motivation and Goal Achievement

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There is a wide array of books on motivation, covering different aspects and genres. Making a selection of the top ten was just not possible, so here is a list of 16 excellent books on motivation.

1. Finite and Infinite Games

The goal is to keep playing with boundaries.

Available on Amazon .

2. Talent is Overrated: What Really Separates World-Class Performers from Everyone Else

Masters practice, practice, practice. One must deliberately engage in mentally demanding and repetitive activity to become an expert.

3. Flow: The Psychology of Optimal Experience

Flow as motivation.

4. Why We Do What We Do: Understanding Self-Motivation

Motivation is something people do, not something that is done to them.

5. Mindset: The New Psychology of Success

Keep finding opportunities to improve.

6. Then We Came to the End

Joshua Ferris shares a humoristic yet emotionally true reflection about survival in life’s strangest environment – the office.

7. Good Work

Focusing on genetics and journalism, this eagerly awaited book investigate the exhibition of humane creativity, where performance is coupled with social responsibility.

Available on  Amazon .

8. Outliers: The Story of Success

Creative work is more satisfying, but success is influenced by many factors.

9. Team of Rivals: The Political Genius of Abraham Lincoln

Winner of the prestigious Lincoln Prize and the inspiration for the Oscar Award winning–film Lincoln, starring Daniel Day-Lewis, directed by Steven Spielberg, and written by Tony Kushner. Need we say more?

10. The Amateurs

Pulitzer Prize-winning writing skills combined with sport journalism results in a highly acclaimed book.

11. Punished by Rewards

Rewards motivate us only to get more rewards.

12. Once a Runner

Always better than himself.

13. The War of Art: Break Through the Blocks & Win Your Inner Creative Battles

We are not ready for freedom. The paradox is that we are free only to the extent of our self-mastery.

14. Maverick: The Success Story Behind the World’s Most Unusual Workplace

How to be self-sufficient.

15. The Fifth Discipline: The Art & Practice of The Learning Organizations

In learning organizations, life is a work of art.

16. Good to Great: Why Some Companies Make the Leap and Others Don’t

A study by Jim Collins and his research team over five years, revealed much-needed insight into management strategies and more.

It seems it isn’t that simple to find the motivation to do this thing that is so important to us. We must consider if it competes with other motives, and perhaps take stock of our values to make sure that this not the case. Often we may have to intervene in how our motivation is influenced by external incentives present in our environment or social context to make sure that we match those to high internal motives.

Motivation science tells us that if we want to be successful in motivating our own or other people’s behavior, high internal motives should be matched with high external motivations. Finally, we will often want to sustain the motivation over some time and may have to create a regiment of reminders, repetitions, and rituals — more on that in our article on motivation tools .

How do you hack motivation? What helps you stay committed?

Share your experience in the comments section.

We hope you enjoyed reading this article. Don’t forget to download our three Goal Achievement Exercises for free .

• Atkinson, J. W., & Birch, D. (1970). On the dynamics of action. Nederlands Tijdschrift voor de Psychologie en haar Grensgebieden, 25 (2), 83-94.
• Atkinson, J. W., & Birch, D. (1978). An introduction to motivation (2nd ed.). Van Nostrand.
• Baumeister, R. F. (2016). Toward a general theory of motivation: Problems, challenges, opportunities, and the big picture. Motivation and Emotion, 40 (1), 1-10.
• Bolles, R. C. (1975). Learning theory . Holt, Rinehart & Winston.
• Csíkszentmihályi, M. (1990). Flow: The psychology of optimal experience. HaperCollins.
• Ekman, P., & Friesen, W. V. (1975). Unmasking the face: A guide to recognizing emotions from facial expressions. Englewood Cliffs, NJ: Prentice-Hall.
• McClelland, D. C., Koestner, R., & Weinberger, J. (1989). How do self-attributed and implicit motives differ? Psychological Review, 96 (4), 690-702.
• Reeve, J. (2015). Understanding motivation and emotion (6th ed.). Hoboken, NJ: Wiley.
• Schultheiss, O., Brunstein, J., & Brunstein, J. C. (2010). Implicit motives . Oxford University Press.
• Sheldon, K. M., & Elliot, A. J. (1999). Goal striving, need satisfaction, and longitudinal well-being: the self-concordance model. Journal of Personality and Social Psychology, 76(3) , 482.

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Beautiful article….Thank you very much it make me to understand perfectly

Thank you for an interesting read! A great view on a topic I am greatly interested in 🙂

I am looking for the Wayne W. Dyer reference – is there any pointers for this?

Many thanks.

Glad you enjoyed the post! I believe this was a spoken quote, not from a written source (see here ).

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First, I appreciate your blog; I have read your article carefully, Your content is very valuable to me. I hope people like this blog too. I hope you will gain more experience with your knowledge; That’s why people get more information.

It’s THAN not THEN.

Motivation Process Our motivation, when it originates from internal motives, as categorized into needs, cognitions, and emotions, is often experienced as more immediate and potent —then —-extrinsic motivation

Oops! Thank you for bringing this to our attention — I’ve just corrected it 🙂

Amazing article, I came across this article for a paper I am writing in college and found it extremely useful. Additionally I own a part time dog training business and find that motivation is a hugely underappreciated concept within dog training. I base much of my training on motivation and find this article to be extremely beneficial in understanding motivation as it applies to both humans and animals as well as the behavior that come from it. Lastly I really appreciated the recommended books at the end, I just downloaded a few of them off of audible and will continue my studies on motivation.

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Motivation and Leadership Theories Essay

Introduction, motivated workforce, works cited.

Leadership is a concept that has been applied in organizations to encourage people to achieve goals. Leaders motivate the followers to achieve the goals of an organization. Therefore, leadership and motivation should be applied together to achieve the intended objectives (Certo, p. 149).

Transformational theory

Leaders apply transformational strategies to change the old systems and install new systems in an organization. In an organization, this can be achieved by collaborating with all stakeholders (Certo, p. 152). From the case study, Jonathan is seen as a transformational leader who is attentive to his workers.

Jonathan is focused on the performance of his group by allowing flexibility in the job environment. He assigns his workers different duties each weak, so the workers do not get bored by doing the same task each week. On the other hand, Dan is supervisor who is adamant to allow his worker change work strategies. Hence, Alex complains about doing the same task each weak. Dan does not believe that the best way of learning is doing the same thing over and over again. Alex condemns the way Dan handles the workers.

Participative theory

Participative theory suggests that ideal leadership style requires the input of others. This helps the member of the group to feel relevant in that organization and engaged in decision making process (Certo, p. 123). In the case study, Jonathan applies this theory by encouraging his employees to notify him when the items are running low. He also empowered them to obtain items from the vendors.

Motivation theories

For employees to perform their duties to the expectations of an organization, they need to be motivated. Several people have suggested varied theories to find out the workers can be greatly motivated.

Contribution theory

The theory was developed by Rensis Likert. According to Likert organizations can be broken down into primitive authoritarian, benevolent authoritarian, consultative and participative systems of management. He suggests an organization that embraces this approach is more likely to have motivated workers than organizations that adopt other system. In the case contest, Dan is flexible enough to allow his workers do their work on the own receives feedback from them regarding the job.

He discusses job issues with Stephanie and lets her actively participate in determining how the work is to be done. Despite the fact that the work seems difficult Stephanie is motivated because she new assignments as chance to learn new things. On contrast, Dan doesn’t discuss work matters with his employees to find out how better the work can be done. This has left Alex disgruntled and disappointed with his leadership style.

Needs Hierarchy theory

This theory postulates that employees are not only motivated by rewards in form of salaries and other bonuses but by also by satisfying employees’ various needs. Such needs are physiological, security, social, esteem and self-actualization. Any organization that tend to focus on satisfying employee needs is bound to have

In the case study Jonathan understands this and tries appreciating the work done by his employees. He allows his employees to socially and achieves self-actualization about their work performance. Dan on the other hand limits employee’s freedom of socialization by not letting them have a sense of security and association.

To motivate workers, managers should understand that special attention needs to be paid to worker needs and expectations from organization. They should strive to achieve good working relationship with the workers for proper motivation and performance.

Certo, Samuel. Modern Management: International Version . Harlow: Pearson Education Ltd, 2011. Print.

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• Family Model: Stephanie Coontz’s “What We Really Miss About the 1950s”
• The Reasons and Extent of Popularity of the Children’s Book “Twilight” by Stephanie Meyer
• Self-Actualization: Interpersonal Communication
• Social Psychologists Jonathan Haidt and Dan Ariely
• Small Business Marketing Plan: Dan’s Auto and Trucks Repair Company
• Likert Questionnaires in Education
• Dame Stephanie Shirley's Psychological Adjustments
• Information Security at the PWC
• Significance of Organizational Behavior
• A Discussion of the Strategic Management Practice in Facebook
• Jordan Events Company: Management Skills and Entrepreneurship
• Wrigley’s Innovation in China’s Confectionary Market