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4 School
LEARNING OUTCOMES
By the end of this topic, you should be able to:
INTRODUCTION
To be yourself in a world that is constantly trying to make you something
else is the greatest accomplishment
motivated by your needs, beliefs and goals. Thus, this chapter explains these
three components of motivation that shape individuals in school.
ACTIVITY 4.1
1. What keeps the motivation of a teacher high in teaching in school?
Identify two factors to be discussed.
4.1 NEEDS
Every individual has different needs to be fulfilled. For example, a father might
be concerned with his childrens health care and education and a child might be
concerned with food, a house to live in and affection from his parents.
Definitely, a teacher in school also will have his concerns in terms of teaching
aids, learning materials, salary, the job itself and promotion opportunities in
school. Obviously, every individual will act differently according to their needs
and wants.
As shown in Figure 4.1, there are five basic interrelated categories of needs
according to Maslows hierarchical model:
Basically, people will move up to the next level of the hierarchy when the lower-
level needs have been met (Hoy & Miskel, 2013; Fugar, 2012; Sufian Burhan,
Mohammad, Kurniawan & Sidek, 2014). In order to move from Level 1 to Level 2
in the hierarchy, the Level 1 satisfaction must be achieved. In other words, the
individual must fulfil the needs at Level 1 before he can move up to Level 2.
Similarly, once the needs at Level 2 have been satisfied, then the individual needs
will move up to Level 3 and so on. The successive emergence of higher order
needs will be restrained when the lower-level needs are not completely satisfied.
If an individual still has not fulfilled his needs at a given level for any period of
time, those needs will become potent motivators (Hoy & Miskel, 2013).
Many people assume that individuals must fulfil their needs at a level, before
their needs could move up to the next level. However, Maslow pointed out that
most of the time normal individuals are only partially satisfied in all the basic
needs (Hoy & Miskel, 2013). The percentage of satisfaction decreases as the need
of an individual moves up to the next level of hierarchy of prepotency.
In addition, Maslow asserts that the first three levels are regularly satisfied and
do not have much motivational effects compared to satisfaction of self-esteem
and self-actualisation that are rarely achieved. Generally, the higher level needs
will continually motivate individuals to achieve their higher goals.
On the other hand, students also will look for fair treatment from school staff and
teachers, no bullying from other students as well as no discrimination or double
standard treatment from their teachers and school. In terms of relationship, both
teachers and students are also looking for a harmonious relationship. However,
not all the teachers or students will attempt to achieve self-esteem and
actualisation in school.
relationship, personal life and working condition, which have been collectively
regarded as hygiene or extrinsic factors (Fugar, 2007; Hoy & Miskel, 2013). They
also uncovered other factors that have motivated workers and enhanced their job
satisfaction which they regarded as motivation.
Herzberg argues that satisfaction and dissatisfaction are two different entities
that operate at a dual parallel continuum, rather than being opposing on a single
continuum of satisfaction (Fugar, 2007; Chyung, 2005). Herzberg further verifies
that the opposite of job satisfaction is not job dissatisfaction, but rather no job
satisfaction; and similarly, the opposite of job dissatisfaction is not job
satisfaction, but no dissatisfaction. Briefly, Herzberg motivation-hygiene theory
postulated the following conclusions (Hoy & Miskel, 2013):
(a) There are two different factors to determine work satisfaction and
dissatisfaction;
(b) Motivation factors tend to produce satisfaction, and hygiene factors tend to
produce dissatisfaction; and
(c) Work satisfaction and dissatisfaction are not opposite, but rather are dually
distinct and separable dimensions.
Motivators Hygienes
Satisfaction Dissatisfaction
Achievement is placed at the top of the motive hierarchy which plays the most
important role to motivate an individual. Hence, McClelland (19171998) as cited
by Hoy and Miskel (2013) argues that individuals who pose high achievement
motivation normally also demonstrated:
(b) Set moderately difficult goals and intermediate levels of risk; and
Figure 4.2: Initiatives to enhance the needs for autonomy and self-determination
SELF-CHECK 4.1
1. Explain how the Maslows hierarchical need theory can be used to
motivate students to study hard and be successful.
4.2 BELIEFS
Beliefs are defined as general understandings or generalisations of surrounding
individuals (Hoy & Miskel, 2013). In fact, Hoy and Miskel (2013) also stated that
beliefs are about causality, fairness, intelligence, the consequences of an action
and ability to control ones own destiny that have influences on individual
behaviour. These beliefs motivate an individual to act accordingly because
behaviour of an individual is driven by his own beliefs.
ACTIVITY 4.2
In fact, attribution theory deals with causal explanations where individuals make
inferences about their past behaviours, especially when dealing with
achievement efforts and expectancies (Hoy & Miskel, 2013). Weiner (2000) has
also suggested that individuals can often use this attribution theory to better
manage themselves and their environments once they have created their
explanation of causes for failures or achievements.
Dimensions of Causality
Weiner identifies three dimensions of causality that have attributed to the causes
of success and failure. Hoy and Miskel (2013) state that the three dimensions of
causality are (see Figure 4.3):
(a) Locus (internal versus external): Refers to location of the cause. For
example, the ability and effort are the most frequent internal factors, while
task difficulty and luck are often the external factors of outcomes
guilty when the causes of personal failure are due to factors under control, such
as lack of effort, deciding not to take responsibility and so on.
On the other hand, we are proud when we succeed even though we lack ability.
Figure 4.4 sketches two attribution paths of failure. Path 1, if the failure is caused
by lack of effort, it is considered controllable and one later feels responsible and
guilty which eventually engages ones behaviour to improve performance. Path 2
posits, if failure is caused by lack of ability, it is seen beyond individual control,
hence the individual does not feel to be obliged towards the failure. However,
the embarrassment from the failure may trigger a person into avoidance
behaviour and cause the decline of performance (Hoy & Miskel, 2013).
Attribution theory has been criticised because it looks like a common sense
theory including ways of thinking about social world and does not represent
scientific knowledge. However, Hoy and Miskel (2013) found that the attribution
theory can be broken down into a series of questions:
(a) Causal Question: What are the causes of outcome? Effort? Ability? Luck?
Difficulty? Help? Bias?;
(c) Stability Question: Are causes stable or variable? Is the cause fixed as effort
or ability?; and
Students, teachers and administrators will become highly motivated when they
know the causes of the outcomes, and are able to identify which causes are
internal (locus), amenable to change (variable) or under control (controllable).
Hence, attribution theory can be used as a tool to predict performance at the
workplace (Hoy & Miskel, 2013).
(a) Stable view of ability assumes ability as a stable and uncontrollable trait
that cannot be changed.
why most of the students in the lower grade will become smarter and improve
their learning ability when they move to upper grades.
Equity Theory
Equity theory concerns perceived fairness individuals beliefs about whether
they are being treated fairly or not (Hoy & Miskel, 2013). This theory is explained
through procedural justice, where the perceived fairness of the procedures is
used to allocate resources (Greenberg & Colquitt, 2005 in Hoy & Miskel, 2013).
Indeed, the question here is how do we know if we are not being treated fairly?
Hence, the equity theory suggests social comparison - to know whether or not we
have received fair treatment as we compare ourselves with others. Technically,
we compare our ratio of inputs (everything we contribute contributions) to
outputs (everything we receive rewards) to the input/output ratio of others
(Hofmans, 2012). If the ratios differ, inequity occurs which may cause a conflict in
the organisation (Hofmans, 2012).
The equity theory formulates that if our ratios of input/output are about the
same to whom we compare, apparently we receive a fair treatment. Instead, if
our ratios are not equal, then we might not be treated fairly and a sense of
inequity will develop (Hofmans, 2012,; Hoy & Miskel, 2013). Hence, employers of
any organisation should try to avoid inequity as it will lower individuals
motivation at work and produce low work performance. Definitely, a feeling of
inequity will affect work motivation, and individuals will resort to increase their
own benefits, resign or reduce their inputs by giving less effort on the job (Baron,
1998 in Hoy & Miskel, 2013). Hence, Hoy and Miskel (2013) highlighted three
issues to be noted regarding this equity theory, which are:
(b) Individuals are more sensitive to receiving less than they deserve rather
than receive more; and
(c) Equity and justice are important motivating forces to many individuals.
Organisational Justice
Organisational justice is the perception of fairness from the members in an
organisation. It has two different types (see Figure 4.6):
The principal in the school can create a school atmosphere that is fair and just by
applying 10 principles of organisational justice. In fact, organisation justice in
school is determined by good administrative behaviour such as being equitable,
sensitive, respectful, consistent, free of self-interest, honest and ethical. Besides
that, voice, egalitarianism and representativeness are crucial in any attempt to
empower teachers.
For example, if teachers are interested to make decisions on school policy that
affect their teaching in the classroom (voice), they must be willing to put the
school interest above their own (egalitarianism) and must feel that their views are
being authentically represented in the process of deciding (representativeness)
the school policy. Principals in school also must have good sense and confidence
to reverse and correct poor decisions as they get feedback and more current
information (Hoy & Miskel, 2013). Table 4.2 summarises the 10 principles of
organisational justice.
suggests that motivation is weakened if any of the three elements is near to zero
(Hoy & Miskel, 2013). Figure 4.7 depicts the expectancy theory.
(c) Expectancy theory demonstrates that people work hard when they think
that working hard will lead to desirable outcomes.
The more an individual believes in his capabilities, the more persistent his effort
will be. People normally accept the tasks that they think they are able to do (Hoy
& Miskel, 2013). In fact, high self-efficacy contributes to willingness to take
responsibility of task assigned and it has influence on achievement outcomes.
Development of Self-efficacy
Self-efficacy expectation is developed from many sources such as performance
feedback, past history and social influence (Hoy & Miskel, 2013). To date, there
are four primary sources that have been identified to form self-efficacy. Figure
4.8 depicts the primary sources for self-efficacy development (Bandura, 1986,
1993; Wood and Bandura, 1989, Mohamadi et al., 2011):
(d) Physiological and affective states make people believe in their capabilities.
Definitely positive arousal such as excitement, enthusiasm, and getting
psyched can effectively alter ones beliefs about his capability.
to determine the level of teacher efficacy, a consideration on teaching task and its
context are required (Hoy & Miskel, 2013).
Teaching task and its context are two elements essential in analysing a teachers
self efficacy. Teachers capability such as skills, knowledge, strategy or personal
traits against personal weaknesses (liability) have to be determined to analyse
self-perceptions of teaching competence (Hoy & Miskel, 2013). Interaction
between teaching task and its context and self-perceptions of teaching
competence leads to judgment about self-efficacy for teaching task at hand (see
Figure 4.9). Hence, Mohamadi et al. (2011) further assert that it is crucial to
strengthen teachers beliefs of educability of all students to enhance their self-
efficacy.
Teacher efficacy is effective by its cyclical nature (Hoy & Miskel, 2013). As shown
in Figure 4.5, the proficiency of a performance creates a new mastery experience
that provides new information (feedback) that will be processed to shape the
future efficacy beliefs. Increased efficacy induces increased effort and persistent
effort leads to improved performance, which in return leads to increased efficacy.
Teacher efficacy model has its theoretical and practical implications. Self-
perception about teaching competence and beliefs about task requirements in a
particular teaching situation contribute to teacher efficacy and to the
consequences that stem from efficacy beliefs (Hoy & Miskel, 2013). Once efficacy
has been stabilised, beliefs about task and teaching; and assessment of personal
teaching competence are likely to remain unchanged unless, compelling
evidence interferes and causes them to be revaluated (Bandura, 1977). Hence,
Mohamadi et al. (2011) suggest that mastery experience, vicarious experience and
verbal persuasion are effective factors that strengthen teachers self-efficacy
beliefs.
SELF-CHECK 4.2
What are the elements for the assessment of teachers self
efficacy in school?
4.3 GOALS
Goal is an aim that individuals want to achieve. In life, we set certain realistic
goals to satisfy our needs. Goals motivate us to achieve our plan in certain ways.
Goals always come from within a person even though it is constructed from
contextual information. Schools have a set of mission and vision to achieve its
goals. Teachers employ goals in their teaching and learning process. Teachers are
also motivated by schools and personal goals. Besides that, students also set
certain goals in learning, for example, to get straight As in the public
examination. Overall, goals are defined through two dimensions (Locke &
Latham, 2002), which are:
(a) Goal content the object or aim that is being sought and varies from specific
to abstract. Example of specific goals: to get an A in Mathematics or to gain
weight of 2kg by the end of November. Example of abstract goal: I can do
it. It differs between individuals in terms of specificity, duration (short or
long term), difficulty (easy or hard) and number (few or many) (Hoy &
Miskel, 2013).
ACTIVITY 4.3
Figure 4.10: Four conditions that must be met to achieve successful goal performance
Source: Locke & Latham (1990)
Locke and Latham (1990) also stated that when all the four criteria in Figure 4.10
are met, goal-setting is always an effective way of increasing motivation and
performance. The intention to achieve goals is mainly a motivating force for
behaviour as it governs both mental and physical actions of individuals. How do
goals affect the behaviour of the individual? Locke and Latham (2002) have listed
out four considerations. Firstly, goals help individuals focus on tasks. Goals will
increase individuals attention on the related activities.
(b) Specific goals produce higher levels of performance than the abstract goals.
It helps individuals in effective performance; and
People seem to embrace the goals if they are realistic, reasonably difficult and
meaningful. To summarise, goal-setting theory suggests that specific, challenging
and attainable goals can increase motivation, because such goals also increase
focus, effort and persistence as well as the development of specific strategies to
achieve the goals. Furthermore, feedback towards goal attainment reinforces
attention, effort and persistence and provides information to refine and alter the
strategy to make it more effective. Overall, Figure 4.11 simplifies the integration of
the motivation theories.
SELF-CHECK 4.3
Why do you think an individuals beliefs plays a pivotal role in
motivating a person? Discuss.
Among them, Pinder (1984) defined work motivation as a set of energetic forces
that originate within and beyond an individuals being, to initiate work-related
behaviour, and to determine its form, direction, intensity and duration. On that
note, school administrators are urged to develop highly motivated teachers in
school (Hoy & Miskel, 2013).
In brief, intrinsic motivation is the natural desire to seek and challenge ourselves
as we pursue our personal interest and exercise our capabilities. However,
extrinsic motivation is a behavioural view of motivation triggered by
punishments and rewards. We are not interested in the activities for its sake, but
rather for what the activities will bring to us (Hoy & Miskel, 2013).
(ii) Not fixed effort that varies from one situation to another situation;
and
SELF-CHECK 4.4
Identify any two intrinsic and extrinsic motivation factors that you
think might have motivated teachers to be excellent in the teaching
profession.
ACTIVITY 4.4
(b) Yukl (1998) defined leadership as the use of power and influence to control
the activities of the followers toward goal achievement.
(c) Colquitt et al. (2013) insist that acts of control of a leader could influence
followers interpretation of events; the organisation of their work activities;
their commitment to key goals; their relationship with other members; and
their access to cooperation and support from other work units.
Many themes drawn from different leadership definitions have caused difficulty
for researchers to adopt a uniform definition and find a corresponding measure
of LSE (Leadership Self-Efficacy). Most researchers have provided a general
definition of LSE that refers to leaders judgment of his ability to effectively carry
out the leadership role (Paglis, 2010). They define this behaviour of LSE as the
leaderships confidence in planning, setting direction, delegating task,
communicating message, motivating staff, analysing problem, employing
effective judgment, taking initiative, mobilising followers and making decisions
(Paglis, 2010). Briefly, the leadership concept consists of some common themes
group influence, voluntary follower, goals achievement and leaders
actions/behaviours.
Paglis and Green (2002) stated that, in certain cases, the leadership behaviour of
LSE is seemed very similar to traditional management functions such as
planning, coordinating and motivating. In fact, Paglis and Green (2002) had
Besides that, the other antecedents for leader LSE identified are internal locus of
control, emotional intelligence and learning goal orientation (but this antecedent
role is not obvious). To summarise, the stable individual differences are
important to be considered for the selection of organisational leaders (Paglis,
2010).
(a) Personal mastery experiences as they will naturally reflect on their previous
successes and failures in assessing their capability to perform;
(b) Vicarious experience by observing the successful model that will influence
their judgment of abilities;
ACTIVITY 4.5
Maslows hierarchy of needs has five basic categories which are arranged in
prepotency orders: (a) Physiological; (b) Safety and security; (c) Belonging; (d)
Love and social activities; and (e) Self-esteem and self actualisation. Only if
lower-needs are satisfied, the gratification will occur to allow the move to
higher-level needs
Achievement and autonomy needs are other strong motivation forces for
many individuals.
Expectancy theory asserts that individuals work hard because they believe
that extra effort will improve their performance, and good performance will
be noticed and rewarded, hence they value the rewards.
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