[MUSIC] So, we're going to be looking at process theories. We are putting on a new set of glasses in order to help us understand motivation from a different angle. We have considered already in the content theories, the what of motivation. What motivates us? And we're now going to be looking at the processes that are at work in people's heads that explain how they motivate us. And we have three different sets of factors to consider. First of all, people have certain expectancies for success and this plays a key role in motivation. Second, we also compare ourselves to others, our social setting, our organizations, our teams, our classmates, they also play a role in understanding why we do what we do. And the third factor is the effects of learning and something called self-efficacy, which is basically, how confident are we that we're going to achieve what we want to achieve. Let me get started with the expectancies, and we can look at it from two different perspectives. Expectancy theory is basically helping us to explain how our own expectancies play a role in motivating us, whereas the second set of, the second theory, theory X and Y, developed by McGregor, is trying to help us understand how the expectancy of others do something in the process of motivation. To start with, expectancy theory. This theory proposes that our motivation is a result of our expectancy, our instrumentality, and our valence. Let me explain that. The expectancy that we have for something says something about, do we think that our efforts lead to performance? Let's say you're studying hard for this course. Do you think your efforts is in effect going to lead to a course completion which is satisfactory in where you get your certificate? To what extent do you feel that your efforts are going to be predictive for the performance that you're going to get? Second factor, instrumentality. This is saying something about the extent to which your performance is going to lead to rewards. Maybe you want to use this course to make a promotion at work. And you're going to be assessing, well, it's all nice and good with getting the certificate, but is it actually going to help me to get the promotion, to get the rewards that I want? If you feel that your manager who is deciding about your promotion, let's say, cares a lot about learning and education, values Coursera courses, you're going to be motivated to a larger extent than when you think well I can do everything that I want. I can invest all the time and effort, but it's not going to do anything for this promotion that I want. Third factor is valence. And this says something about the extent to which the rewards are in fact attractive for you. Do you want that promotion? Is this really something that you desire? So the process of motivation then says something about all these three factors. In fact, the theory proposes that if one of these factors is zero, motivation will not happen. If we don't expect that our effort leads to performance, or if we don't expect that our performance in fact leads to the rewards, or if we don't even value these rewards in the first place, we're not going to be motivated. So as you see here, the process that we're talking about, or the how of motivation, refers to something taking place in our heads. It says something about the cognitive processes, the way people think about what they do in terms of deciding whether they are motivated or not for something. We're talking about individual expectancies here. [MUSIC]