This motivation is determined by three essential, inborn, psychological human needs that motivate performance: autonomy, competence, and relatedness (Ryan & Deci, 2000). Autonomy refers to our willingness, volition, or perceived control over what we do.
McClelland's Acquired Needs Motivation Theory says that humans have three types of emotional needs: achievement, power and affiliation. Individuals can have any mix of these needs. Their motivations and behaviors are shaped by the strength and blend of their specific needs.
The key factors that influence employee performances are: Training and Development. Employee Engagement. Company culture.
But it turns out that each one of us is primarily triggered by one of three motivators: achievement, affiliation, or power. This is part of what was called Motivation Theory, developed by David McClelland back in 1961.
The predominant four functions of behavior are attention, escape, access, and sensory needs. These four functions allow us to understand and categorize someone's actions, as well as determine why behaviors occur.
Examples include: if the child begins to display inappropriate behavior that is immature or too mature for his/her age, clinging behavior, compulsive attention or affection seeking behavior, aggressiveness, uncooperativeness, bed-wetting, destructive behavior or constantly being sad or withdrawn.
American psychologist Abraham Maslow's hierarchy of needs theory of motivation which states that five categories of human needs dictate an individual's behavior. Those needs are physiological needs, safety needs, love and belonging needs, esteem needs, and self-actualization needs.
The needs are: Love/Connection, Variety, Significance, Certainty, Growth, and Contribution. The first four needs are necessary for survival and a successful life. The last two needs (growth and contribution), are necessary to experience a fulfilled life.
Pretty much all of the motivating factors out there can be distilled into six core types: incentive, achievement, social acceptance, fear, power, and growth.
UNC Professor Elad Sherf recommends using the framework of the three Cs — Clarity, Contextual Meaning, and Composure — as a guide for turning every performance review into an opportunity to demonstrate empathy and help employees achieve lasting growth, learning, and improvement.
Part of that accountability involves ensuring that the employee has put in the time for research, reflection and review. Making the three Rs part of your consistent performance process will lay the foundation for continued success.
Effective performance management systems typically include the following three broad elements: goal setting, performance review and a performance improvement process.
Outcome, process and structure indicators
Indicators can be described as three types—outcome, process or structure - as first proposed by Avedis Donabedian (1966). The national safety and quality indicators of safety and quality in health care recommended in this report include indicators of all three types.
The examples of natural indicators are litmus, china rose and turmeric. The example of a synthetic indicator is phenolphthalein.
An example of motivation is watching an Olympic athlete and working hard in sports to become like that athlete. Other examples include working hard at achieving a degree to get a high paying job and taking a drink of water to quench a thirst.
There are three general indices of motivation: choice, effort, and persistence. Recognize students' needs for self-determination and autonomy, and provide opportunities for choice and control.
For example, we might be self-motivated to eat something if we are hungry. We might be motivated to keep working a job so that we can pay our bills, or we might be motivated to break off a relationship when it is no longer making us happy.