Cognitive theories of motivation pdf

View 2 excerpts, cites background. International Journal of Psychological Studies. A conceptual model of the three … Expand. View 1 excerpt, cites background. An interactive perspective on classroom motivation : a practitioner research study in a Taiwanese university context. This thesis reports on a practitioner research study which adopts a social constructivist approach Williams and Burden to the investigation of classroom motivation. The social constructivist … Expand.

The effect of L2 teaching method on motivation and proficiency. Although motivational research determined an evident link between motivation and instructional practice in the second language classroom, no study so far provided empirical evidence for the … Expand.

Highly Influenced. View 3 excerpts. The teacher 's motivational style and the students' extrinsic motivation. Attributional beliefs of students with learning disabilities. While claims of the importance of attribution theory and teachers' expectations of students in regards to performance are repeatedly made, there is little comprehensive research identifying the … Expand. Same but Different: Motivation from Diverse Perspectives. This paper presents different understanding of L2 learning motivation depending on perspectives of psychologists and scholars.

The first perspective focuses on the motivation in the view of … Expand. Motivation: What teachers need to know. Motivation, one of the foremost problems in education, is often inadequately addressed in typical foundational educational psychology courses.

In this article, Ames clarifies the complex construct … Expand. View 1 excerpt, references background. In this article, I review the diverse ways in which perceived self-efficacy contributes to cognitive development and functioning.

Perceived self-efficacy exerts its influence through four major … Expand. The underlying concept of motivation is some driving force with in individuals by which they attempt to achieve some goals in order to satisfy some need or other. On a comparison of these Need Theories Figure 2. These labels describe contrasting set of assumptions about human nature.

Theory X assumes that most people prefer to be directed, are not interested in assuming responsibility and want safety above all. It is the traditional view of management that suggests that managers are required to coerce, control or threaten employees in order to motivate them.

Employees inherently dislike work, and whenever possible will attempt to avoid it. Employees are not ambitious, and they avoid responsibility. Employees must be coerced, controlled, directed and threatened with punishment to achieve organizational objectives. Employees lack creative ability in solving organizational problems. Employees seek security and economic rewards. Theory X is a conventional approach of management, based on traditional assumptions about human behavior.

It is negative, traditional and autocratic style. Drawing heavily on Maslow's hierarchy of needs, Theory X assumes that lower order needs dominate individuals. But in fact, Management by direction and control may not be effective for motivating people whose physiological and safety needs are reasonably satisfied and whose social, esteem and self actualization needs are becoming predominant. For having a more realistic and accurate understanding of human nature and motivation, MC gregor developed an alternative theory of human behavior called Theory Y.

Theory Y is positive, participating and democratic. This theory assumes that, people are not, by nature, lazy and unreliable. It postulates that people can be basically self directed and creative at work, if properly motivated. Employees can view work as natural as play or rest. People are not by nature passive or resistant to organizational needs. They can exercise self-direction and self control, if they are properly motivated. Employees have creative capacity in solving organizational problems.

An average employee learns, under proper conditions, not only to accept but also to seek responsibility. Self control is often indispensable in achieving organizational goals. Thus Theory Y assumptions present a high degree of faith in the capacity and potentiality of people. Theory Y assumes that higher order needs dominate individuals. Unfortunately there is no conclusive evidence to confirm that either set of assumptions are valid.

Both Theory X and Theory Y assumptions may be appropriate in a particular situation. He has examined various industrial organizations to determine the effect of management practices on individual behavior and their personal growth in work environment. They are as follows: - 2. People in work organizations will have a tendency to grow from an infant to a matured state. But many organizations are structured and organized in such a way that the management practices they follow will keep away the employees from maturing.

Employees are given minimal control over their environment. They are expected to be passive, dependent and subordinate. In between a mature personality and a highly structured organization, an employee has options like escape, fight or adaptN. When the structure of the organization is too formal, where employee has no control over their environment, he may escape by quitting the job, being absent from work or getting promotion to higher levels. One can fight the system by exerting pressure on the organization by means of informal groups or through labor unions.

Another way is to adapt to situations by developing an attitude of apathy or indifference. This is the most unhealthy option that an employee chooses - according to Argyris. He argues that management should provide a good work climate in which every one has a chance to grow and mature as individuals". Since employees can move from the state of immature behavior to mature behavior, he supports Theory Y, propounded by MC gregor, and both MC gregor and Argyris found that broadening individual's responsibility is beneficial to both workers and the organization.

A change in the organization is essential so that individuals grow and mature in it. Thus Argyris proposes that the existing bureaucratic - pyramidal organization structure the organizational counterpart to Theory X assumptions about people should give way to humanistic - democratic value system the organizational counterpart to Theory Y assumptions about people'2.

Vroom proposed his expectancy theory in 's as an alternative to the content models. Vroom explains that motivation is a product of three factors, viz, Valence how much one wants a reward , Expectancy one's estimate of the probability that effort will result in successful performance and Instrumentality one's estimate that performance will result in receiving the reward.

This motivational relationship is expressed in the form of a formula. It is the personal value workers place on the rewards they believe they will receive for performance. When valence is high, motivation is also high. Expectancy refers to a person's perception of the probability that effort will lead to performance.

Instrumentality is a person's perception of the probability that certain outcomes are attached to performance. Thus an individual is motivated by the perceived reward available to him for accomplishing a goal.

For example, an employee who feels that his promotion depends upon his excellent performance, then there are two outcomes, namely, first level outcome, i.

Here his valence should be considered. Valence for a reward is unique to each employee. His valence, i. If his desire for promotion is high, his valence will be positive. If he is indifferent to promotion, valence will be zero and if he dislikes promotion, then it will be negative. Here the employee would be motivated towards excellent performance because of his preference to be promoted. The excellent performance, i. Thus according to Vroom, motivation is the product of valence, expectancy and instrumentality.

This theory represents a comprehensive, valid and useful approach to understanding motivation". Porter and E. This theory states the relationship between efforts, performance, rewards and satisfaction. The individual effort of an employee is basically dependant upon the value of expected reward. Thus in anticipation of the expected reward, employee effort leads to better performance.

But for better performance, a person must have the necessary abilities and skills. Efforts and performance cannot be equated. In between them, traits and abilities have a play. The notion of intrinsic motivation helps explain why some people prefer a lower-paying job that they like over a more lucrative one which may offer more material rewards but not as much enjoyment. Extrinsic motivation , on the other hand, is experienced when our actions are influenced by the desire to attain goal objects or rewards.

Rewards may be tangible, such as food or money, or intangible, such as pride and recognition. According to one cognitive theory of motivation, the Goal Setting Theory, three factors affect our probability of success in achieving an outcome.

Specifically, these are. Ideally, the shorter the time between the initiation of action toward a goal and the time the goal is achieved, the greater are the chances of success.

With regard to level of complexity of the goal, this factor determines how attractive the goal is to us. A goal is most attractive and appealing to us if it is neither too easy nor too difficult to attain. Goals that are too easy fail to provide satisfaction while goals that are too difficult to obtain can cause us to feel discouraged and expend less effort in trying to attain the goal. Simply stated, the Value Theory asserts that our motivation and probability of success in attaining our goals largely depend on our expectation of success multiplied by the value we place on success.