Understand what Motivates People in any area of life. Motivated people work better, live more satisfied lives and are generally healthier and happier. A 100 hour distance learning course.

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

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Motivation Training - the Key to Success is to be able to Motivate others.

This Distance Learning Course provides you with the theory and practice of motivating others.

We have all heard about motivational speakers and how listening to one can change our outlook on life.

  • Learn how your motivational skills can motivate yourself and others - motivation is what makes us successful as workers, as employers as teachers and in life.
  • Learn to Motivate People and improve their performance - in Sport, Business, Health, Life in general

Motivated people work better, live more satisfied lives and are generally healthier and happier.

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.


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
    • Extrinsic 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.

Do You Understand What really Motivates People?

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.

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Lyn Quirk

M.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 fo
Dr Karen Cripps

PhD, MSc, BA Hons More than a decade of experience in tourism and business; a former university lecturer with an outstanding reputation as an expert in sustainability.
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