Motivation
Motivation refers to the forces within an individual that affect the direction, intensity and persistence of voluntary behaviour. Theories of motivation are based in interpretations of human needs, which then result in behaviours to meet those needs. In general, motivation is considered to be what drives an individual to meet a particular goal, be it to resolve negative situations or for additional reward.
Theories of motivation are used in practice within the fields of sports psychology to achieve set goals, and more recently within human resources departments in businesses in order to improve the productivity, commitment and retention of staff.
Studies on motivation make a distinction between needs and drives. Needs are deficiences (physiological or psychological) that may trigger a voluntary behavior to reduce those deficiencies or satisfy those needs. Drives have been defined as instinctive tendencies to seek particular goals, or maintain internal stability.[1]
Motivational theory originates from Abraham Maslow's hierarchy of needs, developed in the 1940's. Although use of the needs hierachy has been widespread in many fields since publication, further developments in motivational psychology act to address criticisms and assumptions in Maslow's original theory.
Maslow’s Needs Hierarchy
ERG Theory
Four-Drive Theory
Theory of Learned Needs
David McLelland developed his theorory of learned needs based on the concept that needs can be strengthened through reinforcement. His research found that there are three learned needs: achievement, power and affiliation.
- Need for Achievement (nAch)
- Individuals with a high nAch seek to achieve reasonably challenging goals through their own efforts, such as succeeding in competitions. They also desire clear feedback and recognition for their work. Money is a weak motivator for high nAch individuals. In contrast, individuals with a low nAch score perform better when money is used as an incentive.[2]
- Need for Affiliation (nAff)
- A high nAff score indicates that the individual is strongly motivated by approval from others, meeting external expectations, and avoiding conflict and confrontation. In practical terms, they serve as good mediators and in building long-term relationships. However, it has been found that individuals with a low nAff are more suitable for decision-making positions as their choices and actions in allocating resources are not biased by a personal desire to avoid conflict or to earn approval.[3]
- Need for Power (nPow)
- People with a high nPow seek to exercise control over other individuals, and aim to gain and maintain leadership positions. There are two types of nPow: personalised power, in which individuals want to attain power for its own sake and for status, and socialised power, where the desire for power is in order to use it to help others.[4]
Expectancy Theory of Motivation
- ↑ Berridge, K.C. 'Motivation Concepts in Behavioural Neuroscience', Physiology & Behavior 81, no. 2 (2004) 179-209.
- ↑ D.C. McLelland, The Achieving Society (New York: Van Nostrand Reinhold, 1961)
- ↑ D.C. McLelland and D.H. Burnham, 'Power is the Great Motivator', Harvard Business Review 73 January-February 1995, 126-39.
- ↑ D Vredenburgh and Y. Brender, 'The Hierarchical Abuse of Power in Work Organizations', Journal of Business Ethics 17 (September 1998), 1337-47.