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Course CodeVBS111
Fee CodeS2
Duration (approx)100 hours
QualificationStatement of Attainment

Be a Better Motivator

  • Motivate your staff and colleagues.
  • Enrol by distance learning and start at a time to suit you.

Motivated employees drive the success of a business. Learn how to get the best of employees by understanding more about this fascinating subject. Motivation is very simply, a process or mechanism that causes us to act or think in a certain way. It is a general term for any part of the hypothetical psychological process that involves experiencing needs and drives, and the behaviour that leads to the goal that satisfies them.

This is a course for managers, supervisors, workplace trainers, employers or anyone else who is concerned with making a workplace function more smoothly and effectively. This course complements Leadership, Management and Personnel Management (HR).

Motivated employees are needed in our modern workplaces. They help organizations survive. Motivated staff are more productive. So to be effective, managers need to understand what motivates employees within their roles. Of all the roles of a manager, motivating staff is probably the most complex, as what motivates people is constantly changing. (ref: Smith 1994)

Enrol in this fascinating course and get the most out of yourself and your staff.

Lesson Structure

There are 8 lessons in this course:

  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.

Each lesson culminates in an assignment which is submitted to the school, marked by the school's tutors and returned to you with any relevant suggestions, comments, and if necessary, extra reading.


  • Describe the nature and scope of motivation
  • Identify the differences between people that distinguish the application of motivational skills
  • Explain the significance of knowledge and understanding to motivation.
  • Explain the effects of Tangible Rewards (eg: Money, Services, Goods) as a major motivator.
  • Explain the effect of intangible Rewards (eg: Security, Ethics, Gratitude, Belief Systems/Religion, Peer Pressure) as a major motivator.
  • Explain how actions can be motivated by negative motivators such as pain, suffering, discipline, threat), and distinguish this type of motivation from positive motivation.
  • Explain how to initiate motivation with an individual or group in a situation not previously confronted.
  • Explain how motivation can be maintained or increased in both successful and unsuccessful environments.
  • Identify a range of situations where motivational skills can be applied, and determine an appropriate way to initiate and maintain motivation in each of those situations.

Learn to Understand Motivation

Throughout the course of history there have been many attempts to provide a comprehensive answer to the question - What really motivates people? In other words, what is there in the nature of human beings which makes them behave in certain ways. The true answer continues to elude us and the debate about the motivation of people in their work behaviour still continues. In this lesson, different approaches to the question of motivation will be shown, but the main conclusion is that there is no perfect way to design or organise work. Instead, management must be diagnostic and flexible, accommodating events and their subjective interpretation by the participants in any given situation. In this way, a course of action can be decided which is appropriate to the situation.

Before we delve into the differing factors which motivate individuals, it is necessary to define the word WORK. This is defined in a standard dictionary as a mental or physical action carried out with serious object in view. It is necessary in psychology to find a more thorough understanding than this.

It was asked of a cynic "Why do people work"? He replied "For somewhere to sleep and three meals a day." If you consider this statement, is it indeed true? Further thought tells us that there are many more complex reasons for working, and that an individual may have several reasons for working. Some of the reasons why a person works are listed below:

  • to live in security.
  • to save money
  • to obtain the leisure time to do what one wishes, whether these wishes are altruistic or egoistic
  • to satisfy ambition or interest
  • to satisfy the gregarious instinct
  • to express individuality
  • to escape from certain physical or mental conditions
  • to be active and participating in communal action.
Many people spend time working in order that they may have time and money for "playing" activities. Many people happily put a great deal of effort into playing. They will do this almost to the point of exhaustion, and though there is no financial reward given for the great effort, they obtain immense satisfaction from the results. The reason is that not only is the period of playing a time of mental relaxation, but playing becomes an intense interest which excludes all other things. This gives the individual a feeling of perfect self expression.
It is evident that for some people it is difficult to differentiate between work and play. To many craftsmen, their work is so real to them and of such absorbing interest that it actually becomes a great pleasure to perform. This, however, is the exception and in general it can be stated that work requires some effort, for which payment is received. This is contrasted with play, which is effort for its own pleasure, without pay. This can be demonstrated by the following - a professional actor works, but an amateur actor plays. A professional sportsman works and an amateur sportsman plays. The skilled craftsman works at his job, but if he does the same type of work for himself, in his leisure time, it then becomes play.
To the industrial psychologist, this differentiation is a necessity. It is his contention that if incentives can be discovered which can induce the individual to enthuse about his job to the same degree as he does over his play, then there will be better results in many ways, namely: better timekeeping, higher productivity, greater interest in the work, less boredom hence less fatigue and all this will help the employer/employee relationship to be based on a stronger basis.

Learn to motivate others

Do you want to be a better manager, better leader, better organiser?

They why not study our motivational training course and learn to get the best out of other people.

Why delay? Enrol today.

Meet some of our academics

Lyn QuirkM.Prof.Ed.; Adv.Dip.Compl.Med (Naturopathy); Adv.Dip.Sports Therapy Over 30 years as Health Club Manager, Fitness Professional, Teacher, Coach and Business manager in health, fitness and leisure industries. As business owner and former department head for TAFE, she brings a wealth of skills and experience to her role as a tutor for ACS.
Tracey JonesWidely published author, Psychologist, Manager and Lecturer. Over 10 years working with ACS and 25 years of industry experience. Qualifications include: B.Sc. (Hons) (Psychology), M.Soc.Sc (social work), Dip. SW (social work), PGCE (Education), PGD (Learning Disability Studies).

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