Motivation causes the transfer of energy into action. There is intrinsic motivation and as well as extrinsic. The dimensions of motivation are form, direction, intensity and duration. What influences motivation is key. Some motivation is about: - pleasure seeking and avoidance of pain (hedonism) - the exchange of effort for money - the expression of our identity - curiosity - Competency, autonomy and relatedness. See [[Self Determination Theory]] - the pursuit of goals. See [[Goal Setting Theory - Locke and Latham]] Cognitive, emotional and physical demands all have a bearing on motivation. Managers create the conditions for staff to be motivated (part of [[Staff engagement]]), but staff also need to have those traits, skills and behaviours as well. Situational factors include: - To know what is expected - Have the right equipment - The competence of manager - Team dynamics. There are huge implications for motivation depending on the context of the team you work in. Also links to culture, but can be separate from that too. - Organisational culture (see [[Pyramid Model of Intercultural Leadership]]) - External [[PESTLE]] context. - Working conditions - The work itself- the properties of the task plays an important role in satisfaction. There are [[process theories of motivation]] which attempt to explain how and why our motivations affect our behaviours. [[Content theories of motivation]] attempt to define the content of motivation. Locke also tried to create an [[Integrated Motivation Framework]]. "A prerequisite to motivation is believing we have authority over our actions and surroundings. To motivate ourselves, we must feel like we are in control." (Charles Duhigg, Smarter Faster Better) ## Background Info ### Lectures [Video 1](https://www.youtube.com/watch?v=fXVMBtoqACc) [Video 2](https://youtu.be/D3cXSkL3BqQ) [Video 3](https://youtu.be/SaQnueaNfyY) [Video 4](https://youtu.be/AMWbDvAZ7oU) [Video 5](https://youtu.be/yaoV1W3s6Mc) [Video PPT](x-devonthink-item://A4262558-8760-4E49-8A3E-903B3CD4DE51) [Background PPT](x-devonthink-item://986B748D-193B-48D0-89BA-380ABFFD71CA) ### Articles [Article on Self Determination](x-devonthink-item://B0F47EB7-4121-499C-AF74-02359A7A06DB) [Article on Goal Setting and Task Motivation](x-devonthink-item://DD87870C-0FA5-4F8A-B63E-C973ADDA46F1) [Article on improving motivation theory](x-devonthink-item://0CDF91F3-45C9-4CF3-AB11-34398E1F6375) [[Source - What Should We Do About Motivation Theory? Six Recommendations for the Twenty-First Century]] ## Motivation in the context of USSU It is hard to measure the motivation of staff at USSU in meaningful terms. We can survey staff to understand their engagement, as we have done over multiple years, but engagement speaks more to their alignment with the organisation's priorities and efforts, and does not necessarily speak to their motivation to work for the organisation. However managers are able to create the conditions for motivation, and this can be seen in the high staff engagement survey responses. - Knight, Durham, and Locke (2001) have found that goals affect the degree of risk people take when making decisions - Motivation theory can be better incorporated into macrotheories, particularly organization theory. For example, there is little doubt that degree of centralization and decentralization has motivational consequences, as appears to be the case with span of control (Donaldson, 2000).