Motivation

This course covers the theory of motivation, from Maslow's model through to the role of tangible and intangible rewards. You will learn about negative motivators such as punishment and threat, and practical techniques for initiating and maintaining motivation in a team or individual. The final lesson applies this to real situations across work, sport and education. Suitable for managers, coaches, teachers and anyone needing to motivate others.

Motivation in Business Course Discover the skills and knowledge necessary to apply motivation to individuals or groups. This course will develop the student’s understanding of motivating factors and how to use them to increase workplace motivation for individuals or groups. Students will gain understanding of: how to motivate others the use of rewards how to initiate motivation how to maintain motivation avoid negative motivators how to apply motivational techniques to real world situations. This course is suitable for - supervisors managers charity fundraisers human resources staff human resources managers leaders motivational speakers teachers Anyone who would like to motivate others effectively Course Content This course contains eight lessons, as follows: Introduction How important is the study of motivation What is motivation Maslows theory of motivation Incentives Internal or intrinsic incentives Incentives external to the working environment The relational character of incentives Social reinforcers Awareness Motivation and goals Motivation and distress Reinforcement Classical conditioning Operant conditioning Tangible Rewards Self determination theory Hygiene and motivation theory Tangible rewards Intangible Rewards Intrinsic motivation Security -Cultural, Production of community, Gender, Age, Vocation, Education, etc Ethics Gratitude Belief systems Peer pressure Extringsic and intrinsic reinforcement at work Negative Motivators Punishment Pain Suffering Discipline Threat Initiating Motivation Explain how to initiate motivation with an individual or group for a situation not previously confronted. Maintaining Motivation Goal setting Influence of Groups on individual motivation Social loafing Employee motivation in the workplace by managers Expectations Job design Motivation for a personal trainer Applications Space management Time management Staff appraisals Expectations Vicious and virtuous cycles PBL Project: Create and present a plan with specific strategies for improving the employee’s motivation in the workplace, based on a clear understanding of the person’s needs, values and situation. Duration: 100 hours Thoughts on Motivation in a Leadership Context Not everyone is motivated to become a leader, but sometimes people are thrust into this role, and need to find the motivation to carry it out. So, what are the individual differences which can underlie leadership motivation? Need for Achievement Leaders may have a need for achievement. They may want the status, power, money etc. that they receive with leadership. They may seek leadership as a way to meet their need for achievement. This achievement can be attained in a range of ways or fields. For example, a leader in sport may be the fastest 100 metre runner. A leader in business may be someone who sets up a very profitable fast growing company. Need for Affiliation The need for affiliation is the need to be linked to others; to become members with others. A leader may feel this need - the need to belong to a group, to be a member of a group. Along with the need for affiliation, they will also have other needs and skills which they can use to become a leader of the group they are affiliated with. Need for Social Respect Some leaders may feel that leadership gives them social respect. They are known as a leader, respected, and viewed as someone to follow. Need for Positive Regard Some leaders may also feel that being a leader is a way for them to receive positive regard, positive feelings from others. Obviously, this is not always the case, some leaders may not receive positive regard all of the time, and some may be perceived negatively by their followers some of the time. Even leaders who are viewed mostly as positive and good leaders may not be well viewed or liked as people. Self-actualisation Abraham Maslow’s developed a humanistic theory. Although he conceded that theories based upon homeostasis (the maintenance of equilibrium) were useful, he felt that more focus was necessary on the individual’s tendency to grow on all levels, including the spiritual. In his own words: "More and more psychologists have found themselves compelled to postulate some tendency of growth or self perfection to supplement the concepts of equilibrium, homeostasis, tension reduction..." WHAT NEXT? Register to Study -Go to panel toward top of this page (right column) or Get Advice -Use our FREE COUNSELLING SERVICE to contact a tutor CLICK TO CONTACT US