Drive theory has some intuitive or folk validity.

For instance when preparing fo od, the drive model appears to be compatible with sensations of rising hunger as the food is prepared, and, after the food has been consumed, a decrease in subj ective hunger. There are several problems, however, that leave the validity of d rive reduction open for debate. The first problem is that it does not explain ho w secondary reinforcers reduce drive. For example, money satisfies no biological or psychological needs, but a pay check appears to reduce drive through secondorder conditioning. Secondly, a drive, such as hunger, is viewed as having a "de sire" to eat, making the drive a homuncular being a feature criticized as simply m oving the fundamental problem behind this "small man" and his desires. Since the early seventies Edward L. Deci and Richard M. Ryan[citation needed] ha ve conducted research that eventually led to the proposition of the self-determi nation theory (SDT). This theory focuses on the degree to which an individual s be haviour is self-motivated and self-determined. SDT identifies three innate needs that, if satisfied, allow optimal function and growth: competence,[15][16] rela tedness,[17] and autonomy.[18][19] These three psychological needs motivate the self to initiate specific behaviour and mental nutriments that are essential for psychological health and well-being. When these needs are satisfied, there are positive consequences, such as well-being and growth, leading people to be motiv ated, productive and happy. When they are thwarted, people's motivation, product ivity and happiness plummet. Social-cognitive models of behavior change include the constructs of motivation and volition. Motivation is seen as a process that leads to the forming of behav ioral intentions. Volition is seen as a process that leads from intention to act ual behavior. In other words, motivation and volition refer to goal setting and goal pursuit, respectively. Both processes require self-regulatory efforts. Seve ral self-regulatory constructs are needed to operate in orchestration to attain goals. An example of such a motivational and volitional construct is perceived s elf-efficacy. Self-efficacy is supposed to facilitate the forming of behavioral intentions, the development of action plans, and the initiation of action. It ca n support the translation of intentions into action. Workers in any organization need something to keep them working. Most of the tim e, the salary of the employee is enough to keep him or her working for an organi zation. An employee must be motivated to work for a company or organization. If no motivation is present in an employee, then that employee s quality of work or a ll work in general will deteriorate. People differ on a personality dimension ca lled locus of control. This variable refers to individual's beliefs about the lo cation of the factors that control their behavior. At one end of the continuum a re high internals who believe that opportunity to control their own behavior res ts within themselves. At the other end of the continuum there are high externals who believe that external forces determine their behavior. Not surprisingly, co mpared with internals, externals see the world as an unpredictable, chancy place in which luck, fate, or powerful people control their destinies.[41] When motiv ating an audience, you can use general motivational strategies or specific motiv ational appeals. General motivational strategies include soft sell versus hard s ell and personality type. Soft sell strategies have logical appeals, emotional a ppeals, advice and praise. Hard sell strategies have barter, outnumbering, press ure and rank. Also, you can consider basing your strategy on your audience perso nality. Specific motivational appeals focus on provable facts, feelings, right a nd wrong, audience rewards and audience threats.