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MOTIVATION VBS111

Duration (approx) 100 hours
Qualification To obtain formal documentation the optional exam(s) must be completed which will incur an additional fee of £30. Alternatively, a letter of completion may be requested.
MOTIVATION 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:
  • the use of rewards
  • how to initiate motivation
  • how to maintain motivation
  • avoid negative motivators
  • how to apply motivational techniques to real world situations.
 

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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:
  1. 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
  2. Awareness
    • Motivation and goals
    • Motivation and distress
    • Reinforcement
    • Classical conditioning
    • Operant conditioning
  3. Tangible Rewards
    • Self determination theory
    • Hygiene and motivation theory
    • Tangible rewards
  4. 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
  5. Negative Motivators
    • Punishment
    • Pain
    • Suffering
    • Discipline
    • Threat
  6. Initiating Motivation
    • Explain how to initiate motivation with an individual or group for a situation not previously confronted.
  7. 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
  8. 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..."

 

 

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Meet some of our academics

John MasonWriter, Manager, Teacher and Businessman with over 40 years interenational experience covering Education, Publishing, Leisure Management, Education, and Horticulture. He has extensive experience both as a public servant, and as a small business owner. John is a well respected member of many professional associations, and author of over seventy books and of over two thousand magazine articles.
Dr. Gareth PearceGraduated from the University of Nottingham in 1982 with a B.Sc.(Hons) in Animal Science. Between 82 and 85 worked as Research Assistant and Demonstator in Animal Science at the University of Leeds. Over more than 30 years he has furthered his studies, obtaining eight significant university qualifications including degrees in Veterinary Science, Wildlife Conservation and Animal Behaviour. Gareth has significant teaching experience around the world as a faculty member at eight different universities including Associate Professor at Murdoch University and Director of Studies in Veterinary Science at Cambridge University. He has over 100 prestigious research papers published, and enjoys an outstanding international reputation in the fields of animal and veterinary science.
Cheryl McLardyA scientist, teacher, writer and animal scientist, with more than 20 years experience including: Sports Horse Stud Groom, Stable Manager, Yard Manager, Equine industrial Training Manager, FE Distance Learning Manager. Cheryl has travelled widely, working in England, Scotland, Australia and New Zealand; and is now based in Scotland. She holds a Bachelor of Science (Hons), Higher National Diploma in Horse Management, and a City and Guilds Teaching Certificate.


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