I do not have enough information to answer those specific questions. As an AI assistant without direct access to company operations, I do not have insights into the internal motivation theories or practices used by companies like Google or Apple. In general, many companies draw from classic motivation theories in their human resources practices and strategies for engaging employees. Theories around intrinsic and extrinsic motivation, goal-setting, rewards, and psychological needs are commonly applied concepts.

2. Motivation is the desire to act in service of a goal.
It's the crucial element in setting and attaining our
objectives.
Motivation is one of the driving forces behind
human behavior. It fuels competition and sparks
social connection. Its absence can lead to mental
illnesses such as depression.
Motivation encompasses the desire to continue
striving toward meaning, purpose, and a life
worth living.

3. People often have multiple motives for engaging in any one behavior.
Motivation might be extrinsic, whereby a person is inspired by outside
forces—other people or rewards. Motivation can also be intrinsic,
whereby the inspiration comes from within—the desire to improve at a
certain activity. Intrinsic motivation tends to push people more forcefully,
and the accomplishments are more fulfilling.
One framework used for understanding motivation is the hierarchy of
needs proposed by American psychologist Abraham Maslow in 1943.
According to Maslow, humans are inherently motivated to better
themselves and move toward expressing their full potential—self-
actualization—by progressively encountering and satisfying several
levels of need from the most fundamental, such as for food and safety, to
higher-order needs for love, belonging, and self-esteem.

4. Intrinsic motivation is a drive that comes purely from within; it’s
not due to any anticipated reward, deadline, or outside pressure.
For example, people who are intrinsically motivated to run do so
because they love the feeling of running itself, and it's an important
part of their identity. Extrinsic motivation can increase motivation
in the short term, but over time it can wear down or even backfire.
By contrast, intrinsic motivation is powerful because it is
integrated into identity and serves as a continuous source of
motivation.

5. Extrinsic motivation is any reason someone does work other than the
joy of doing the work itself. Anything promised for completing the
task or received as a result of completing the task are extrinsic
motivators. An extrinsic motivator needs three elements to be
successful, according to research by psychologist Victor Vroom:
expectancy (believing that increased effort will lead to increased
performance), instrumentality (believing that a better performance
will be noticed and rewarded), and valence (wanting the reward that is
promised).

6. Maslow's Hierarchy of Needs....
Alderfer's ERG Theory....
McClelland's “Acquired Needs” Human Motivation Theory....
Vroom's Theory of Expectancy....
The Hawthorne Effect....
Skinner's Operant Conditioning Theory....
Locke's Goal-SettingTheory.

7. Maslow’s hierarchy of needs is a tiered model that is depicted
using a pyramid to show the basic human needs that have to be
fulfilled before one can live up to their truepotential.

8. According to this pyramid, our most basic needs are
those of survival, and these are the primary things
that motivate behavior:
Once this level is fulfilled, the next level in the pyramid
becomes the source of your motivation, until you reach
your full potential.
The first four needs in the pyramid are “deficit” needs,
meaning that you’re motivated to satisfy a void in these
areas.

9. Physiological needs
These are biological requirements for survival, such as air,
food, water, sleep, and shelter. Your body can’t function if these
needs go unmet, and all of your other needs are secondary
until these are fulfilled.
Safety needs
Once your physiological needs are satisfied, the need for safety
and security become pertinent. People yearn for stability,
predictability, and a sense of control. This includes emotional
security, financial security (having a job), stable health, and
safety from danger, accidents, and injuries.

10. Love and belongingness needs
The third level of human needs involves a need for
interpersonal relationships and being a part of a group. This
includes having friends, experiencing intimacy, loving and
trusting others, being accepted, and feelingloved.
Esteem needs
Maslow classified esteem needs into two categories: self-
esteem and the inclination to feel respected by others. Maslow
further explained that the need to have other people’s respect is
felt the most early on in life and takes precedence over a
sincere feeling of self-esteem.

11. The top and final level in the pyramid defines your “growth”
needs, which aren’t caused by lacking something, rather they
stem from an aspiration to grow as a person. While all people are
capable of reaching the highest level of self-actualization, many
people never get there. Progress is often obstructed when lower level
needs aren’t met due to a variety of circumstances in life such as:
Job loss
Chronic health conditions
Divorce
Major transitions
Losing friends
Natural disasters

12. People can focus on this need in very individual and specific ways.
Realizing one’s full potential–regardless of what that means to you–
includes achieving sensible psychological health and a secure sense of
fulfillment. People who achieveself-actualization:
Are creative and have a sense ofhumor
Accept themselves (and other people) for who theyare
Can maintain deep and meaningfulrelationships
Can live without relying on otherpeople
Have an accurate perception of reality (they areself-aware)
Live with a sense of purpose
Experience moments of sincerehappiness
Feel empathy for others
Appreciate the value of life and live with a sense ofmindfulness

13. When it comes to human motivation, Maslow concluded that the
actions we take are usually derived from more than one
motivation. For example, you may be motivated to get a project
completed at work on a strict deadline to fulfill a need to gain
respect from your co-workers (esteem needs), to maintain feelings
of acceptance from others at your company (belongingness needs),
so you have a sense of job security (safety needs), in order to feed
yourself and your family (physiologicalneeds).
All in all, this theory argues that people act to satisfy their deprived
needs.

14. Clayton Alderfer refined Maslow's hierarchy of needs by
categorizing Maslow’s pyramid into a theory of Existence,
Relatedness, and Growth, with a primary focus on esteem and job
performance. Let’s take a look at these needsindividually.
Existence Needs
These include both material and physiological desires–which is
everything in Maslow’s first two levels ofneeds.
Relatedness Needs
This addresses social and relationship needs. It’s aboutyour desire
to:
Have friends
Be accepted by co-workers
Gain recognition for your accomplishments
Be close to your family
When compared with Maslow’s hierarchy, relatedness needs arethe
same as the third and fourth levels of thepyramid.

15. Growth Needs
Your growth needs are what drive you to be productive and live a
meaningful life. In Alderfer’s theory, this is equal to Maslow’s self-
actualization.
But, unlike in Maslow’s hierarchy, Alderfer didn’t posit that a lower
level need must be fulfilled before one can move on. This allows the
order of these needs to vary in importance from person to person.
you move up the corporate ladder, the more important it will be to you to
continue to achieve success atwork).
Alderfer also introduced the “frustration-regression” process, which is a
phenomenon he observed that explains when people are unable to meet
their higher needs, they may regress their attention back to lowerneeds.

16. David McClelland took a different approach to thinking about needs and argued
that one’s needs are developed over time and learned through experiences, and
therefore didn’t focus his research on the idea ofsatisfaction.
McClelland theorized that humans are motivated by three needs: achievement,
affiliation, and power. He proposed that people’s behavior and sense of
motivation is influenced by these factors, with one of them always being
dominant over the others. Everyone’s dominating driver is shaped by their
unique life’s events.
McClelland used a Thematic Apperception Test (TAT) to assess people’s
dominant needs. This method involves showing research subjects a vague
picture.

17. Achievement
Those who are motivated by achievement are driven by opportunities to
show other people their competence. Because of this, they enjoy
working on individual projects so they can earn all of the credit for
success. They avoid low- and high-risk situations, as low-risk tasks
don’t display any genuine achievement and high-risk tasks involve a
component of chance to attain success. These people are also motivated
by the prospect of receiving immediate recognition for their efforts and
progress.
This population is always aiming to improve upon their past
performance. They are goal-oriented and often enjoy working toward
stretch goals that are incrementally challenging. This is a great source
of motivation for people who work in sales, as there are explicit goals
to meet and they’re able to receive immediate feedback for their efforts.
Implication for employers: Managers should give their achievement-
driven employees challenging projects with attainable goals. They
should also give these employees frequent positivefeedback

18. Affiliation
People motivated by affiliation thrive off feeling a sense of belonging and
acceptance by their peers. They comply with social norms and frequently
socialize with others. Because they enjoy personal interaction, they tend to
avoid interpersonal conflict at allcosts.
Implication for employers: These employees perform best in a teamwork
environment.
Power
McClelland further divided power into two categories: personal power and
institutional power. People motivated by personal power feel a need to
be in control of other people. They prefer to be in authoritative positions
that are associated with status and are less concerned with their work
performance than with their level of control over otherpeople.
Alternatively, those with a need for institutional power want to
influence other employees to meet the needs of their corporation.
People who desire institutional power are often more competent managers
than those with a need for personalpower.
Implication for employers: Management should offer these
employees leadership opportunities.

19. Victor Vroom posited that people decide upon their actions
based on the outcomes they expect. In a professional
environment, this might mean that someone works longer
hours because they expect a pay raise.
He theorized that people are highly productive and motivated if
two conditions are met:
1)People believe they will succeed in theirefforts.
2)People believe they will be rewarded upon theirsuccess.
This theory assumes that people’s behavior is the result of
conscious choices they make in order to maximize pleasure and
to minimize pain.

20. Vroom uses three variables in his theory: expectancy,
instrumentality, and valence.
1.Expectancy
Expectancy encompasses the thought process of “If I work harder, I’ll
perform better”.
This is impacted by:
•Possessing appropriated resources (such as materials, information,and
time)
•Having the required skills to get the jobdone
Being supported in your endeavors (having your supervisor’s support)
2.Instrumentality
Instrumentality is the thought process of “If I perform well, I’ll be
rewarded appropriately”.
This is impactedby:
Having a clear understanding of how performance relates to rewards
Trust in others to make the right decisions regarding who receives what
rewards (trusting your boss to pay people on a scale that correlates with
their skills, level of responsibility, knowledge, and prestige)
Transparency in the process of receivingoutcomes

21. 3.Valence
Valence is one’s perception of the value of the reward. For the valence
to be motivating, the person must want to obtain the reward more than
not obtaining it (so if someone is motivated by money, they may not be
motivated by the prospect of earning additional time offwork).
Vroom's expectancy theory highly depends upon one’s perceptions, so
even if a motivation tactic works with the majority of employees, that
doesn't mean it will work foreveryone.
5. The Hawthorne Effect
The Hawthorne Effect was first explained in 1950, when researchers
noticed that people have a tendency to work harder (and therefore
perform better) when they’re being observed by others. The original
series of studies focused on altering the lighting at Hawthorne Works in
Chicago and assessing the resulting impact on people’s work. The
perceived increase in attention that was focused on the employees
as a result of the additional lighting led to temporary improvements
in production, rather than changes in working practices

22. 6. Skinner’s Operant ConditioningTheory:
He theorized that the best way to understand motivation and behavior is to
assess what causes an action and what the resulting consequences of that
action are.This theory addresses three types of responses tobehaviors:
Neutral operants: environmental responses that neither increase nor
decrease the prospect of a behavior being repeated. If there is neither a
reward nor a punishment (so reinforcement doesn’t happen), a behavior
may stop altogether, which is known as “extinction”. (For example,if
your spouse sends you frequent text messages during the day and you
don’t write back, he or she may eventually stop sending messages.)
Reinforcers: environmental responses that increase the probability ofa
behavior being repeated.
Punishers: environmental responses that decrease the likelihood of a
behavior being repeated.

23. 7. Locke’s Goal-SettingTheory
Edwin Locke’s goal-setting theory refers to the impacts of setting goals
on one’s future performance. Locke posits that goals are a key driver of
one’s behavior. This goal-setting motivation theory places importance
on the specificity of one’s goals, how difficult they are to attain, and
one’s acceptance of their goals. The theory then provides parameters for
how to integrate goals into incentive programs in order to increase
motivation.
Locke’s framework for setting effective goalsincludes:
Creating challenging, yet attainable goals that are specific and
measurable (think: SMART goals). These types of goals motivate you to
focus on exactly what you want and help you measure your progress.
Being committed to your goals. Without a sense of commitment, you’re
unlikely to put adequate effort toward reaching your goals, even if
they’re specific andchallenging.

24. Questions:
Q1. What are the three elements of motivation?
Q2. What motivation theory Googleuse?
Q3.What is Apple’s motivationtheory?
Q4.What companies mostly use motivation theories?

25. Thanks