Motivation Concepts Table and Analysis
Motivation Concepts Table

Theory Name
Major Theorist(s)
Time Period Created Key Theory Concepts
Will: Descartes 1637 Will motivates all actions.

Will is an initiated and directed action. Ruckmick 1963 Striving to create impulses to act.
The ability to resist self-denial or temptation. Rand 1964 Helps to decide whether or not to act.
Instinct Darwin 1859-1872 A behavior is unlearned, automated and mechanistic. Biological urges impulses and appetites.
Freud’s Drive Theory Freud 1915 All behavior is motivated to serve the fulfillment of need.
Hull’s Drive Theory Hull 1943 and 1952 Drive is a physiological basis and bodily need is the ultimate basis of motivation. Drive can be predicted before it occurs.
Decline of Drive Theory Sheffield & Roby 1950 Learning can occur when there is no equivalent experience of drive decline. Harlow 1953 Learning occurs when there is a drive reductions and well as an increase in drive. Klien 1954 Motivation can result from something other than bodily disturbances. Bolles 1972 A decrease in drive is not necessary for learning to occur.

Theory Name
Major Theorist(s)
Time Period Created
Key Theory Concepts
Post-Drive Theory Years Bolles 1975 Had the dominant perspective on motivation. Berlyne 1967 Optimal level of arousal Hebb 1955 Olds 1969 Pleasure centers in the brain Miller 1948 Approach and avoidance conflicts, conditioned motives Murray 1938 Universal Needs Rogers 1959 Self-actualization

Dynamics of Action

Achievement motivation Theory Atkinson 1964 Some of the mini-theories that works to understand or investigate one area, such as motivational phenomenon, particular circumstance, groups of people and theoretical question.
Cognitive Perspective

Attribution Theory of achievement Weiner 1972 Lazarus 1984 Scherer
1997

Cognitive Dissonance Theory Festinger 1957
Effectance motivation White 1959

Motivation Concepts Analysis
Studies have embraced three grand theories of motivation between its philosophical beginning and the 1960’s; will, instinct, and drive. Of the many mini theories developed, intrinsic motivation plays a role in workplace situations I have personally experienced. Factors that encourage intrinsic motivation include challenge, curiosity, control, fantasy, competition, cooperation, and recognition. Intrinsic motivation challenges the way we learn, our purpose, interests, and meaning. Intrinsic motivation occurs when there is a generalized interest in a goal and it benefits us when the behavior to achieve the goal is self-imposed (Reeve, 2009).
The organization that I work for as an Operations Manager, I am too part member of. Tactical Support Security Services (TSSS) provides premium quality security guarding services supported by tactical response personnel in Centurion, Midrand and surrounding areas. TSSS has a cumulative experience in excess of 100 years in the security and risk assessment industries.
I saw this as an opportunity to work for myself and I could potentially turn it into a huge success. The first thing that came to mind was recognition and control. I immediately accepted the challenge and was privileged to have considered this opportunity as become part of a solution rather than being merely a number of statistics.
I felt emotionally ready and knew that I could handle the job. The incentives and exposure that I would get would also potentially open doors. My perspective was positive because I understood that this job experience gives me the chance to acquire new skills that can be implemented into my developmental goals for the future. This stepping stone was exactly what I needed to develop my managerial, financial, and operational skills. I was eager and excited to show my business partners the exceptional work ethic and that I am a team player ready to be part of the success in TSSS. Intrinsic motivation would not have been a successful motivator if I had not already possessed some skills and knowledge of the industry and its inner workings. Achieving personal or career goals and motivation are closely related and when both are present in the workplace skill levels grow and employees tend to achieve more goals.
It is not enough for companies to offer incentives for motivated employees. Opportunities for new skills and advancement opportunities are equally as important to a goal driven employee. When employees are given challenging tasks they feel like an asset to the company, and their self-efficacy is built along with work ethics that will ultimately help the organization fulfill its own missions. Organizations should provide more extensive employee training for current employees to allow them the opportunity to find skills that make them more valuable to the company. This may help enhance the goals of some employees not clear on their personal or career goals.
What Ramifications Will Occur if the Challenges Fail?
Each employee is given a role and responsibility in each job they have, and in an established incentives system, employees displays themselves as an asset to the company and should be rewarded in some way. The world today has evolved from centuries ago, and companies need individuals who are innovative and understand the trends of the current market. Only then will the workplace be over flowing with new and fresh ideas from its employee, creating a positive environment in the workplace. References
Reeve, J. (2009). Understanding motivation and emotion (5th ed.). Hoboken, NJ: Wiley.