• Primary motives are unlearned, physiological needs essential for survival, such as hunger, thirst, sleep, sex, and avoidance of pain.
• Secondary motives are learned social motives that arise from interactions with others and vary across individuals. Examples of secondary motives include the need for power or achievement.

7. What is the difference between extrinsic and intrinsic motivation? Describe the conditions under which people are likely to experience intrinsic motivation.

• Extrinsic motivation comes from factors external to the individual and unrelated to the task, such as tangible rewards or verbal praise.
• Intrinsic motivation comes from the internal desire to perform a task because it is enjoyable and satisfying in itself. People are likely to experience intrinsic motivation when they feel self-determined and competent in their work. Competence can be increased when people obtain feedback that indicates progress in their work.

8. Discuss the scientific management approach. 

The scientific management approach seeks to find the 'one best way' of performing a job, using techniques like time and motion studies. Traditional scientific management seeks to find answers to questions such as the most effective way to perform a job.

9. Examine the role of Hawthorne studies in understanding and motivating employees. 

The Hawthorne studies highlighted the importance of social and psychological factors in the workplace, showing that worker productivity is affected by attention and relationships. The studies shifted focus to the human aspects of work, rather than just the physical conditions, marking a move away from the scientific management approach.

10. Describe and compare the need-based and process approaches to work motivation.

• Need-based (content) approaches focus on identifying the specific needs that motivate people, and what goals people pursue to satisfy these needs. They attempt to identify factors associated with motivation in a relatively static environment. Examples include Maslow’s hierarchy of needs and Herzberg's two-factor theory.
• Process approaches focus on how behaviour is initiated, directed, and sustained, and look at the dynamic relationships between motivation variables. They seek to understand the thought processes people go through when deciding how to behave in the workplace. Examples include expectancy theory and equity theory.

11. Describe the meaning of work. How does work contribute to an individual’s life?

Work is a purposeful human activity with economic value, not done solely for pleasure. It contributes to an individual's life through economic support, social interaction, personal fulfilment, and a sense of identity.

12. Explain the concept of motivation by quoting suitable definitions. 

Motivation is the process of arousing movement or behaviour. It is "the contemporary (immediate) influence on direction, vigour, and persistence of action". It can be defined as "a process governing choice made by persons among alternative forms of voluntary activity", as well as "a set of psychological processes involved with the arousal, direction, intensity, and persistence of voluntary actions that are goal directed". It is also "the willingness to exert high levels of effort towards organisational goals, conditioned by the effort’s ability to satisfy some individual needs".

13. What is work motivation? Describe some of its important characteristics.

Work motivation is a broad construct about the conditions and processes that account for the effort put into a job. Its characteristics include being an individual psychological phenomenon, intentional and purposive, directed towards organisational goals, involving concerted effort, and multifaceted. It is also distinct from performance.

14. Illustrate the MARS model to describe the relationship between motivation and performance.

The MARS model shows that performance is influenced by motivation, ability, role perceptions, and situational factors. All four must be present for successful performance, and a deficiency in any one can decrease it.

15. Examine the general model of work motivation. 

The general model of work motivation states that internal needs create drives influenced by the environment, which motivates effort. Results come from providing opportunities and resources. Goals and incentives are powerful motivators. Effort and ability influence performance, and when an employee is productive, rewards satisfy needs, and the cycle begins again.

16. Trace the developments in motivation theory. 

Motivation theory has developed from scientific management, which emphasized efficiency, to the Hawthorne studies, which highlighted social factors. Need-based theories emerged, including Maslow's hierarchy and Herzberg's two-factor theory. Then process theories developed which focussed on the cognitive decision making process, including expectancy and equity theory.

17. Why do you think motivating employees is an important consideration for organisations? Discuss the importance of motivation in organisations. 

Motivation is important to organisations because it leads to enhanced employee performance, which translates into greater organisational productivity. It also promotes work force stability, a positive work culture, better teamwork, and enhanced workplace harmony.