Motivation in sports

Motivation can be defined simply as the direction and intensity of one’s effort to achieve something.

3. Motivationcanbedefinedsimplyasthe
directionandintensityofone’sefforttoachieve
something(Sage,1977).

4. Sportandexercisepsychologistsviewmotivation
fromseveralspecificpoints,including
•Directionofeffort
•achievementmotivation,
•motivationintheformofcompetitivestress,and
•intrinsicandextrinsicmotivation.

5. •directionofeffort
•Intensityofeffort
•Persistence

7. •Trait-Centered View
•Situation-Centered View
•Interactional View

8. Thetrait-centeredview(alsocalledtheparticipant
centeredview)contendsthatmotivatedbehaviorisa
functionofindividualcharacteristics.
Example:Anathletehavingspecificgoalsanddesire
towinisknownasa“realwinner.”
Similarly,anotherathletemaybedescribedasa
“loser”whohasnoget-up-and-go.

9. Somepeoplehavepredispositionstoachievesuccess
andhighlevelsofmotivation,whereasothersseemto
lackmotivation,personalgoals,anddesire.
However,mostofuswouldagreethatweareinpart
affectedbythesituationsinwhichweareplaced.
Thus,ignoringenvironmentalinfluenceon
motivationisunrealistic.

10. AccordingtoSituation-Centeredview
motivationlevelisdeterminedbysituation.
Forexample,Brittanymightbereallymotivated
inheraerobicexerciseclassbutunmotivatedin
acompetitivesportsituation.

11. Probablyyouwouldagreethatsituation
influencesmotivation,butcanyoualsorecall
situationsinwhichyouremainedmotivated
despiteanegativeenvironment?

12. Sportandexercisepsychologyspecialistsdo
notrecommendthesituation-centeredviewof
motivationasthemosteffectiveforguiding
practice.

13. Theviewofmotivationmostwidelyendorsedby
sportandexercisepsychologiststodayisthe
participant-bysituationinteractionalview.

14. “Interactionists”contendthatmotivationresults
neithersolelyfromparticipantfactors,suchas
personality,needs,interests,andgoals,
norsolelyfromsituationalfactors,suchasa
coach’sorteacher’sstyleorthewin–lossrecordof
ateam.
Rather,thebestwaytounderstandmotivationisto
examinehowthesetwosetsoffactorsinteract.

16. Theinteractionalmodelofmotivationhas
importantimplicationsforteachers,
coaches,trainers,exerciseleaders,and
programadministrators.

17. Toenhancemotivation,youmustanalyzeandrespond
notonlytoaplayer’spersonalitybutalsotothe
interactionofpersonalandsituational
characteristics.
Becausemotivationmaychangeovertime,you
shouldcontinuetomonitorpeople’smotivesfor
participationevenmonthsafterthey’vebegun.

18. Consistenteffortisnecessarytoidentifyand
understandparticipants’motivesforbeing
involvedinsport,exercise,oreducational
environments.
Thereareseveralwaystoobtainthis
understanding.

19. IdentifyWhyPeopleParticipateinPhysicalActivity

20. Identify Why People Participate in Physical Activity
Motivesarecriticalininfluencingexercise
participationandinjuryrehabilitationprotocol
adherence.Afterreviewingtheliterature,
GillandWilliams(2008)concludedthatchildren
haveanumberofmotivesforsportparticipation
including
•skilldevelopment,
•demonstrationofcompetence,
•takingchallenge,
•excitement,andfun.

21. Identify Why People Participate in Physical
Activity
Adultmotivesaresimilartothoseofyouth,
althoughhealthmotivesareratedasmore
importantbyadultsand
competenceandskilldevelopmentless
important.

22. EdwardDeciandMichaelRyan(1985,2000)
havedevelopedageneraltheoryofmotivation
calledselfdeterminationtheory.
Thistheorycontendsthatallpeopleare
motivatedtosatisfythreegeneralneeds.
Identify Why People Participate in Physical Activity

23. Theseareaneedtofeelcompetent(e.g.,“Iam
agoodrunner”),
autonomous(e.g.,apitcherlovestodecide
whatpitchestothrowtohavethefateofthe
gameinhishands),and
socialbelongingness(Aplayerlovestobe
partoftheteam).

25. Howthesemotivesarefulfilledleads
toacontinuumofmotivationranging
fromamotivation(nomotivation)to
extrinsicmotivationtointrinsic
motivation?

27. Whatmotivatesyoutoparticipateinsport
andphysicalactivity?
Asyouthinkaboutwhatmotivatesyou
andothers,rememberthesepoints:

28. Mostpeoplehavemultiplemotivesfor
participation.Forexample,youmay
liftweightsbecauseyouwanttotoneyour
body.
Yetliftingweightsalsomakesyoufeelgood,
plusyouenjoythecompanyofyourlifting
partners.

29. Attimespeoplehavecompetingmotives.For
instance,apersonmaywanttoexerciseatthe
clubafterworkandalsotobewithhisfamily.
Asacoach,teacher,orexerciseleader,you
shouldbeawareofsuchconflictinginterests
becausetheycanaffectparticipation.

30. ObserveParticipantsandContinuetoMonitor
Motives.

31. 1.Observetheparticipantsandseewhatthey
likeanddonotlikeabouttheactivity.
2.Informallytalktoothers(e.g.,teachers,
friends,andfamilymembers)whoknowthe
student,athlete,orexerciser,andcollect
informationabouttheperson’smotivesfor
participation.
3.Periodicallyasktheparticipantstowriteout
ortellyoutheirreasonsforparticipation.

32. Knowingwhypeoplebecomeinvolvedin
sportandexerciseisimportant,butthis
informationaloneisinsufficienttoenhance
motivation.

33. 3.1: Provide Both Competition and Recreation
Notallparticipantshavethesamedesirefor
competitionandrecreation.
Opportunitiesforbothneedtobeprovided.

34. 3.2: Provide Multiple Opportunities
Structuringasituationtoenhancemotivation
maymeanconstructinganenvironmenttomeet
multipleneeds.
Example:Whencoachespaymoreattentionto
themotivesoffunandfellowship,alongwith
optimalphysicaltraining,theyenhance
motivationandimprovetheirathletes’
performance.

35. Asanexerciseleader,physicaleducator,or
coach,youhaveacriticalroletoinfluence
participants’motivation.
Forexample,aphysicaleducatorwhois
energeticandoutgoingwillgiveconsiderable
positivereinforcementinclass.

36. Behaviormodificationtechniquestoalter
undesirableparticipantmotivesare
certainlyappropriateinsomesettings.

37. Usebehaviormodificationtechniquesto
changeundesirablemotivesandstrengthenweak
motivation.
•PositiveReinforcement
•NegativeReinforcement

39. Developing a Realistic
View of Motivation

40. •Motivation •Types of reinforcement
•Direction of effort•Behavior Modification Theory
•Intensity of effort•Behavioral tendency
•Trait-centered view•Learned helplessness
•Situation-centered view•Five guidelines for building
motivation
•Interactional view•Extrinsic motivation
•Competitiveness •Intrinsic motivation
•Reinforcement •Competitive stress