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MOTIVATION

Maja E. Francisco
Professor of Psychology
Sexual Motivation and Behavior
 Hormonal Regulation
 Hormones secreted by the gonads—the ovaries in
females and the testes in males—can influence sexual
motivation. Estrogen is the principal hormone in
females and Testosterone (Androgen) is the
principal hormone in males.
 In the animal kingdom, hormones can regulate sexual
desire among lower species. Female animals have a
high sex drive during the estrous cycle, period of
ovulation, where both estrogen and progesterone are
secreted.
Sexual Motivation and Behavior
 Sex Differences
 Men appear to be motivated more by the
desire for physical gratification. In contrast,
women are more likely to be motivated by
their desire to express love and emotional
commitment.
Sexual Motivation and Behavior
 Sex Differences
 Women engage in sex
with only one or two
partners with whom they
are emotionally involved.
Men, in contrast, are
more likely to seek sex
with multiple partners.
Sexual Motivation and Behavior
 Sex Differences
 In seeking a potential mate, females place more
emphasis on potential partners’ financial
prospects, including education, status, ambition
and sometimes industriousness. On the other
hand, males place more emphasis on potential
partners’ attractiveness.
 Women react more strongly to the prospect of
emotional infidelity By contrast, men react
more strongly to the prospect of sexual
infidelity
Sexual Motivation and Behavior
 Sexual Orientation
 thedegree to which one is
sexually attracted to a
person of the opposite sex
(heterosexual), the same
sex (homosexual) or both
sexes (bisexual).
Sexual Motivation and Behavior
 Sexual Orientation
 Evidence from twin studies have shown a link
between genetic factors and homosexual
orientation. The study showed that 52% of the
subjects’ identical twins were gay while 22% of
their fraternal twins were gay.
 Hormone secretions during critical periods in
prenatal development may shape sexual
development.
Sexual Motivation and Behavior
 Sexual Orientation
 Another line of research by
Levay(1991,1993) have
reported anatomical differences
between gay and straight men
in the hypothalamus.
 Research on early life
experiences have shown that
gender nonconformity during
childhood predicts a
homosexual orientation in adult
life.
Sexual Motivation and Behavior
 Sexual Orientation
 The fraternal birth order effect is the name
given to the observation that the more older
brothers a man has, the greater the probability
is that he will have a homosexual
sexual orientation.
 The fraternal birth order effect is the strongest
known predictor of sexual orientation, each
older brother increases a man's chances of
being gay by about 33% (Blanchard, 2001,
Puts, et al., 2006)
Sexual Motivation and Behavior
 Is Homosexuality a Mental Illness or
Emotional Problem?
 NO. Psychologists, psychiatrists and other
mental health professionals agree that
homosexuality is not an illness, mental
disorder or an emotional problem.
 Is Sexual Orientation a Choice?
 NO, human beings can not choose to be either
gay or straight. Sexual orientation emerges for
most people in early adolescence without any
prior sexual experience.
Achievement Motivation
 Maslow’s Hierarchy of Needs
 Abraham Maslow’s theory proposed that
human motives are organized hierarchically.
 His hierarchy of needs is a systematic
arrangement of needs according to priority,
which assumes that basic needs must be
met before social and psychological needs.
Achievement Motivation
 Maslow’s Hierarchy of Needs
 The need for self-actualization is the need to
fulfill one’s potential. It is the highest form
needs, wherein the individual’s talents,
knowledge and skills are maximized to its
fullest.
 Self-actualized people are characterized by 1)
being problem-focused; 2) incorporating an
ongoing freshness of appreciation of life; 3) a
concern about personal growth; and 4) the
ability to have peak experiences.
Achievement Motivation
 An achievement motive is an impulse to master
challenges and reach a high standard of excellence

 Personality Factors
 High-achievement motivation tends to lead to particular
personality features.
 Persistence: High achievers tend to be very

persistent and work hard to attain goals they set for


themselves.
 Ability to delay gratification: High achievers tend to

have a greater ability to delay gratifying their impulses


in the short term in order to reach long-term goals.
 Competitiveness: High achievers tend to select

careers that give them opportunities to compete with


other people.
Achievement Motivation
 Self-Fulfilling Prophecies
 Expectations can result in
self-fulfilling prophecies. If a
student expects to get a 95
on a term paper, she’ll work
hard, and her work will be
more likely to earn her a 95.
Achievement Motivation
 Situational Factors
Some situational factors also affect achievement motivation.
 Expectation of success: People are more likely to have a
high expectation of success if they have a feeling of self-
efficacy, or confidence in their own ability to meet challenges
effectively. People can acquire self-efficacy by dealing with
difficulties and learning from mistakes. Having good role
models and getting constructive feedback and
encouragement also help to build self-efficacy.
 Incentives: Incentives reward people for their competence
and motivate them to achieve. However, incentives can also
decrease people’s intrinsic motivation if people focus on
getting incentives rather than doing tasks for their own sake.
 Control: People tend to have more motivation to achieve if
they feel they have control over some aspects of their work.
 Opportunity: People are motivated to achieve only when
they have the opportunity to achieve.
Achievement Motivation
 High Achievers Prefer
Moderately Difficult Tasks
 People with a high need for
achievement tend to prefer
moderately difficult tasks. Such
tasks allow people to succeed and
to see themselves as competent
for having succeeded. Very difficult
tasks tend to prevent success, and
very easy tasks don’t allow people
to feel competent when they
succeed.
Achievement Motivation
 David Mcclelland's Motivational Needs theory
 David McClelland is most noted for describing
three types of motivational need, which he
identified in his 1988 book, Human Motivation:
 achievement motivation (n-ach)
 authority/power motivation (n-pow)

 affiliation motivation (n-affil)

 These needs are found to varying degrees in all


workers and managers, and this mix of
motivational needs characterises a person's or
manager's style and behaviour, both in terms of
being motivated, and in the management and
motivation others.
Achievement Motivation
 the need for achievement (n-ach)
 The n-ach person is 'achievement motivated' and therefore
seeks achievement, attainment of realistic but challenging
goals, and advancement in the job. There is a strong need
for feedback as to achievement and progress, and a need
for a sense of accomplishment.
 the need for authority and power (n-pow)
 The n-pow person is 'authority motivated'. This driver
produces a need to be influential, effective and to make an
impact. There is a strong need to lead and for their ideas to
prevail. There is also motivation and need towards
increasing personal status and prestige.
 the need for affiliation (n-affil)
 The n-affil person is 'affiliation motivated', and has a need for
friendly relationships and is motivated towards interaction
with other people. The affiliation driver produces motivation
and need to be liked and held in popular regard. These
people are team players.
Achievement Motivation
 McClelland suggested characteristics and attitudes of
achievement-motivated people:
 achievement-motivated individuals set goals which they can influence
with their effort and ability, and as such the goal is considered to be
achievable.
 achievement is more important than material or financial reward.
 achieving the aim or task gives greater personal satisfaction than
receiving praise or recognition.
 financial reward is regarded as a measurement of success, not an end
in itself.
 security is not prime motivator, nor is status.
 feedback is essential, because it enables measurement of success, not
for reasons of praise or recognition (the implication here is that
feedback must be reliable, quantifiable and factual).
 achievement-motivated people constantly seek improvements and
ways of doing things better.
 achievement-motivated people will logically favour jobs and
responsibilities that naturally satisfy their needs, ie offer flexibility and
opportunity to set and achieve goals, eg., sales and business
management, and entrepreneurial roles.
Achievement Motivation
 McClelland firmly believed that achievement-
motivated people are generally the ones who
make things happen and get results, and
that this extends to getting results through the
organisation of other people and resources,
although they often demand too much of their
staff because they prioritise achieving the
goal above the many varied interests and
needs of their people.
Thank you…

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