Encouragement and

motivation
What is Encouragement?
 Goes further than praise does
◦ Gives particular information to children
 Is rather like the second part of
specific praise
 Is not a reward or approval
 Helps children know they can feel
good about themselves without
someone else’s approval
Why Should We Use
Encouragement?
 Shows that we have faith in the child’s
ability
◦ Goes back to IALAC
 Can include an acknowledgement of
something being difficult
◦ Provides validation
◦ Is not just “empty” encouragement
 Helps the child know his/her kind,
friendly, etc. actions have been seen
 Shows the child the impact his/her
actions have on other people
 Effort and improvement are just as
important as the final product.
 Acknowledges the steps of progress
on the way to the final product
◦ “I’m proud of you” versus “You must feel
proud”
 Shows the child we’re paying attention
to his/her efforts
 Acceptance is different than approval.
◦ A child’s preferences may be different
than our preferences – and that’s okay.
◦ “I like that” versus “You seem to like
that.”
 Encouragement even has a place
when a child is struggling with a
problem or has made a mistake.
 Asks the child to think about what
he/she can do to solve the problem or
satisfy the need
”
1. Builds confidence
2. Shows appreciation
3. Acknowledges effort
4. Demonstrates acceptance
5. Supports a struggling child

 Is never false or insincere

 We can still verbalize encouragement
to non-verbal children.
◦ Their receptive language is much higher
than their expressive language.
 When we see them accomplish
something, we can offer
encouragement.
◦ The child will feel excitement based on
our reaction.
 Now it’s time to practice!
 Take a step beyond specific praise to think
about encouraging children.
 Type up with 1-5 format and submit.
Description Motivation is related Encouragement is the persuasion to do or
to the inspiration that to continue something.
increases the
eagerness or
willingness to do
something.
Types Passive inspiration Gestures
Active inspiration Listening
Positive words
Be truth
Extra effort
It makes Life effortless You have to hold yourself back from
Your passion burns starting right now.
steady, it doesn’t flat It occupies magnitudes of mental space,
line. there’s no vacancy.
You feel it in your You feel called to do this; the feeling
bones. comes from your core.
 MOTIVATION ENCOURAGEMENT
Examples My mother is my Private counseling and group
inspiration. therapy provide campers with  
Scientists take encouragement and support.
inspiration from He never once offered me
nature and instill constructive criticism, advice,
novel magnetic or encouragement.
properties. Any support and
It is leadership by encouragement you can get
example and an will make it all the more likely
inspiration for all of that kids will get to play.
us.
The artists get an
inspiration from the
beautiful environment
around them.
Motivation is the internal drive to
accomplish a particular goal. In a
work setting, motivation is what
makes people want to work.
THEORIES OF
MOTIVATION

Maslow's hierarchy of needs

Conten Herzberg's motivator-

t hygiene theory

Theory
Alderfer's ERG theory

McClelland's three-
needs theory
THEORIES OF
MOTIVATION

Adams' equity theory

Proces Vroom's expectancy theory

s
Theory Goal-setting theory

Reinforcement theory
 ALL ABOUTTWO
FACTOR
THEORY
Two Factor Theory states that
there are certain factors in the
workplace that cause job
satisfaction, while a separate set
of factors cause dissatisfaction
• The theory was based around interviews with 203
American accountants & engineers in
Pittsburgh, chosen because of their professions'
growing importance in the business world by
Herzberg.

• The subjects were asked to relate times when they

felt exceptionally good or bad about their present job
or any previous job, and to provide reasons, and a
description of the sequence of events giving rise to
that positive or negative feeling.
• Individuals are not content with the satisfaction of lower-
order needs at work, for example, those associated
with minimum salary levels or safe and pleasant
working conditions.

• Satisfaction and dissatisfaction are not on a continuum

with one increasing as the other diminishes, but are
independent phenomena.

• This theory suggests that to improve job attitudes and

productivity, administrators must recognize and attend to
both sets of characteristics and not assume that an
increase in satisfaction leads to an decrease in
unpleasurable dissatisfaction.
BASIS
OF
THEOR
Y
• Satisfaction which is mostly affected by the "motivator factors".
Motivation factors help increase the satisfaction but aren't that
affective on dissatisfaction.
• Dissatisfaction is the results of the "hygiene factors". These
factors, if absent or inadequate, cause dissatisfaction, but their
presence has little effect on long-term satisfaction.
• Motivators (e.g. challenging
work, recognition, responsibility) which give positive
satisfaction, arising from intrinsic conditions of the job
itself, such as recognition, achievement, or personal
growth, and

• Hygiene factors (e.g. status, job security, salary and

fringe benefits) which do not give positive
satisfaction, although dissatisfaction results from their
absence. These are extrinsic to the work itself, and
include aspects such as company policies, supervisory
practices, or wages/salary .
• MOTIVATIONAL • HYGIENE FACTORS
FACTORS
 Achievement  Pay and Benefits
 Recognition  Company Policy and
Administration
 Work Itself
 Relationships with
 Responsibility co-
 Promotion workers
 Physical
 Growth
Environment
 Supervision
 Status , Salary
TWO FACTOR THEORY ,
HERZBERG
MASLOW’S
THEORY
 We each have a hierarchy of needs that ranges
from "lower" to "higher." As lower needs are
fulfilled there is a tendency for other, higher
needs to emerge.”

 Maslow’s theory maintains that a person

does not feel a higher need until the needs of
the current level have been satisfied.
MASLOW'S HIERARCHY PYRAMID
Self Actualization

Esteem needs

Social needs

Safety needs
Physiologica
l needs
APPLYING MASLOW'S NEEDS HIERARCHY -
BUSINESS MANAGEMENT
 Physiological Motivation: Provide ample breaks for
lunch , pay salaries that allow workers to buy
life's essentials.

 Safety Needs: Provide a working environment

which is safe, relative job security, and freedom
from threats.

 Social Needs: Generate a feeling of

acceptance, belonging by reinforcing
team dynamics.
 Esteem Motivators: Recognize
achievements, assign important projects,
and
provide status to make employees feel valued
and appreciated.

 Self-Actualization: Offer challenging and

meaningful work assignments which enable
innovation, creativity, and progress according
to long-term goals.
LIMITATIONS AND
CRITICISM
 Maslow’s hierarchy makes sense but little
evidence supports its strict hierarchy. Research
has challenged the order imposed by Maslow’s
pyramid. As an example, in some cultures,
social needs are regarded higher than any
others.

 Little evidence suggests that people

satisfy exclusively one motivating need at
a time.
3. McClelland’s theory of needs 
McClelland affirms that we all have three
motivating drivers, which do not depend on our
gender or age. One of these drives will be
dominant in our behaviour. The dominant drive
depends on our life experiences.  
The three motivators are: 
Achievement: a need to accomplish and
demonstrate own competence. People with a
high need for achievement prefer tasks that
provide for personal responsibility and results
based on their own efforts.  They also prefer
quick acknowledgement of their progress. 
Affiliation: a need for love, belonging and
social acceptance. People with a high need for
affiliation are motivated by being liked and
accepted by others.  They tend to participate in
social gatherings and may be uncomfortable
with conflict. 
Power: a need for controlling own work or the
work of others. People with a high need for
power desire situations in which they exercise
power and influence over others.  They aspire
for positions with status and authority and tend
to be more concerned about their level of
influence than about effective work
performance. 
4. Vroom’s theory of expectancy 
Vroom’s expectancy theory of motivation says
that an individual’s motivation is affected by
their expectations about the future
Expectancy: Here the belief is that increased
effort will lead to increased performance i.e., if I
work harder then it will be better. This is
affected by things such as: 
Having the appropriate resources available (e.g., raw materials, time) 
Having the appropriate skills to do the job 
Having the required support to get the job done (e.g., supervisor support, or correct
information on the job) 
Instrumentality: Here the belief is that if you
perform well, then the outcome will be a
valuable one for me. i.e., if I do a good job,
there is something in it for me. This is affected
by things such as: 
Clear understanding of the relationship between performance and outcomes – e.g., the
rules of the reward ‘game’ 
Trust in the people who will take the decisions on who gets what outcome 
Transparency in the process decides who gets what outcome 
Valence: is how much importance the individual
places upon the expected outcome. For
example, if someone is motivated by money, he
or she might not value offers of additional time
off. 
Motivation = V * I * E 
5. McGregor’s theory X and theory Y 
Theory X and Theory Y were first explained by
McGregor in his book, "The Human Side of
Enterprise," and they refer to two styles of
management – authoritarian (Theory X) and
participative (Theory Y). 
Theory X: Managers who accept this theory
believe that if you feel that your team members
dislike their work, have little motivation, need to
be watched every minute and are incapable of
being accountable for their work, avoid
responsibility and avoid work whenever
possible, then you are likely to use an
authoritarian style of management. According to
McGregor, this approach is very "hands-on"
and usually involves micromanaging people's
work to ensure that it gets done properly.  
Theory Y: Managers who accept this theory
believe that if people are willing to work without
supervision, take pride in their work, see it as a
challenge and want to achieve more, they can
direct their own efforts, take ownership of their
work and do it effectively by themselves. These
managers use a decentralized, participative
management style.   
Alderfer’s ERG Theory
C. P. Alderfer, an American psychologist,
developed Maslow’s hierarchy of needs into a
theory of his own.  
His theory suggests that there are three groups
of core needs:
existence (E), relatedness (R), and growth (G).
These groups are aligned with Maslow’s levels
of physiological needs, social needs, and self-
actualization needs, respectively. 
Existence needs concern our basic material
requirements for living, which include what
Maslow categorized as physiological needs
such as air, sleep, food, water, clothing, sex
and shelter and safety-related needs such as
health, secure employment, and property. 
Relatedness needs have to do with the
importance of maintaining interpersonal
relationships. These needs are based in social
interactions with others and are aligned with
Maslow’s levels of love/belonging-related needs
such as friendship, family and sexual intimacy
and esteem-related needs such as gaining the
respect of others. 
Growth needs describe our intrinsic desire for
personal development. These needs are
aligned with the other part of Maslow’s esteem-
related needs such as self-esteem, self-
confidence, and achievement and self-
actualization needs such as morality, creativity,
problem-solving and discovery.