MOTIVATION

Submitted to
Prof. (Dr.) Nagendra Prakash
(Academic & Research Advisor)
Submitted By
Ms. Astha Singh
M.Sc. (n) 2 year
 DEFINITION

• Motivation is defined as…

• Motivation is ―an inner impulse or an internal force that
initiates and directs the individual to act in a certain manner
to satisfy a need.”
• “Motivating force is a need that comes from within an
individual, e.g. to make a living, gain status and respect or to
remove a source of frustration (Review of Maslow‘s
Hierarchy of Needs).
• “Motivation refers to the way in which urges, drives, desires,
aspirations, striving or needs direct, control or explain the
behavior of human beings‖. -Dalton E. McFarland,
 TYPES OF MOTIVATORS

• 1) Intrinsic motivation: Refers to motivation that comes from within the

person, driving him or her to be productive. It is related to a person‘s
level of inspiration. The motivation comes from the pleasure one gets
from the task itself or from the sense of satisfaction in completing or
even working on the task rather than from external rewards.
• 2) Extrinsic motivation: It refers to motivation that comes from outside
an individual, i.e. enhanced by the work environment or external
rewards such as money or grades. The rewards provide a satisfaction and
pleasure that the task itself may not provide. An extrinsically motivated
person will work on a task even when they have little interest in it
because of the anticipated satisfaction they will get from the reward.
e.g.- reward for a student would obtain good grade on an assignment or
in the class.
 TYPES OF MOTIVATION
• Achievement motivation
• It is the drive to peruse and attain goals. An individual with achievement motivation wishes to
achieve objectives and advance up the ladder of success. Hence, accomplishment is important
for his/her own sake and not for the rewards that accompany it.
• Affiliation motivation
• It is a drive to relate to people on a social basis. Individuals with affiliation motivation perform
work better when they are complimented for their favourable attitude and co-operation.
• Competence motivation
• It is the drive to be good at something, allowing the individual to perform high quality work.
Competence/skill motivated individuals seek job mastery, take pride in developing and in using
their problem solving skills and strive to be creative when confronted with obstacles. They learn
from their experiences.
• Power motivation
• It is the drive to influence people and change situations. Power motivated people wish to create
an impact on their organization and are willing to take risks.
•  
• Attitude motivation
• Attitude motivation is how people think and feel. It is their
self-confidence, their belief in themselves and their attitude
to life. It is how they feel about the future and how they
react to the past.
• Incentive motivation
• It is where the people are motivated through external
rewards. Here, a person or team reaps a reward from an
activity. It is the type of rewards that drive people to work
harder.
• Fear motivation
• Fear motivation coercions a person to act against will. It is
instantaneous and gets the job done more quickly. Fear
motivation is helpful in the short run.
 COMPONENTS OF MOTIVATION

• Motivation comprises of three main components:

• Direction
• Effort
• Persistence
• We start off by deciding what we want, which is our
direction as we know where we want to go and what we
have to achieve. Then we make an effort towards our goal.
We start to do things and we continue our making the efforts
for some time and give it everything that we have. Now
comes the part where we have to be persistent with our
efforts and keep doing them.
 Opportunity
Environment

Need Performance Rewards

and Tension Effort
drives

Goals and Ability

incentives

Need satisfaction
 CREATING A MOTIVATING CLIMATE

• As the organization has an impact on intrinsic and

extrinsic motivation, it is important to examine
organizational climates or attitudes that influence workers
morale and motivation. Employees want achievement,
recognition and feedback, the opportunity to assume
responsibility, a chance for advancement, fairness, good
leadership, job security and acceptance and adequate
monetary compensation. All these create a motivating
climate and lead to satisfaction in the work place. e.g.
nurses who experience satisfaction stay where they are,
contributing to organization‘s retention.
 STRATEGIES TO CREATE A MOTIVATING CLIMATE

1. Have a clear expectation for workers and communicate effectively.

2. Be fair and consistent when dealing with all employees.
3. Be a firm decision maker.
4. Develop a team work/team spirit.
5. Integrate the staffs needs and wants with the organization‘s interest and purpose.
6. Know the uniqueness of each employee.
7. Remove traditional blocks between the employee and the work to be done.
8. Provide opportunities for growth.
9. Encourage participation in decision-making.
10. Give recognition and credit.
11. Be certain that employees understand the reason behind decisions and actions.
12. Reward desirable behavior.
13. Allow employees exercise individual judgment as much as possible.
14. Create a trustful and helping relation with employees.
15. Let employees exercise as much control as possible over their work
environment.
 MEASURES TAKEN BY THE NURSE MANAGER TO FACILITATE NURSES
MOTIVATION: -

1) Act as a Role model (Set a good example)

2) Develop and maintain Good Personal
Relations
3)Post Each Nurse where she can work best
4) Use a participative style
5) Use a participative style
6) Build team work (Team spirit)
7) Provide continuing education:-
 SYMPTOMS OF MOTIVATED NURSES:-

1. Show interest, enthusiasm and have a positive

attitude.
2. Believe their work is important and work
hard.
3. Work well with their supervisors and others.
4. Take part willingly in planning, implementing
and evaluating their work.
5. Show responsible behavior.
 THEORIES OF MOTIVATION
A) Content theories of motivation
• Abraham Maslow (1943)
• Alderfer ERG theory
• Frederick Herzberg Two Factor need theory
(1966)
• David McClelland(1961)
• McGregor‟s Theory X and Theory Y Douglas
Abraham Maslow (1943)
Alderfer ERG theory
Frederick Herzberg Two Factor need theory
(1966)
David McClelland(1961)
McGregor’s Theory X and Theory Y Douglas
 b) Process theories of motivation

• Reinforcement theory
• Expectancy theory of Vroom
• J. Stacy Adams Equity theory
• Jeremy Bentham‟s “The Carrot and the Stick
Approach”
• Goal-setting theory of Edwin Locke
• Arousal/ Cognitive Evaluation theory
• Attitude theory
• Attrition/self-efficacy theory
 Motivational theories for Better Nursing Management

• The needs of an individual are important motivators. These make the person work with
enthusiasm & interest. The significant individual needs are:
• * Need for Power: Which results in a strong desire to influence staff, stimulate them to work,
making them achieve positions of leadership e.g. making the nursing supervisor wholly
responsible to take care of whole ward.
• *The need for achievement results in a desire to do something better or more efficiently than
others. People with a high need of achievement have an intense desire for success & equally
intense fear of failure. They want to be challenged, prefer to assume personal responsibility
to get work done and like to work for long hours. Training and orientation (refresher) course
increase this need. All the staff working in a particular area should be given equal chance to
attend the refresher courses related to that particular area.
• * Need for affiliation: - Some people derive pleasure from being loved and tend to avoid the
pain of being rejected by social group. They enjoy social relationships, intimacy, empathise
and help others in trouble. There is close intimacy when a staff nurse is allowed to plan and
decide patient care along with ward supervisor.
• In order to satisfy the employees, a manger can also use Maslow's Motivation Theory in
these ways:
• * Improving physical working conditions to satisfy
needs e.g. grilled door and escorts to secure the
nursing staff at night, providing rest rooms for lunch
and dinner.
• * Increasing the level of training, development and skill
in order to meet the self esteem needs e.g. uniform,
leave facilities, vacation to nursing students. If these
facilities are inadequate it harms their self esteem.
• * Having congenial social group and peer group
interaction to fulfill affiliation needs.
• * Placing the person in position which match their self
concept to fulfill the self actualization need.
 Job Design
• Job design is another motivator to satisfy, signify and give
value to employees encouraging them to perform well.
• Koul Jyoti conducted a study on job satisfaction of 126
staff nurses of different hospitals in J&K State and showed
that only 8% were highly satisfied. Maximum satisfaction
was found for the work itself and with the competency of
supervision. The areas of best satisfaction were
concerned with material rewards and individual agency.
The older age group and experienced persons were found
more satisfied.
 Work Environment
• There are many conditions in the environment which could possibly effect
the motivation of staff. It is seen by Behavior Modification Theorist that
employees perform positively if environment is favorable which is made by
pay/ reward policies, democratic leadership style, peer group interaction etc.
• To effect the performance of employees, their input (e.g. efforts, training,
experience, skill, education, seniority) should be equitable to their output
e.g. pay, rights, benefits, job-status, status symbol's (vacation, clothing,
satisfactory superior). The employees feel inequity if unrewarded or if given
undesirable placement. The employees always respond to the environment
& these responses influence their behaviour. A nursing Manager can
accomplish this by using following motivational techniques.
• * Positive Reinforcement: Annual reward for better performance in the form
of money, recognition, praise, promotion etc. Give reward to the most clean
and best patient care ward on Annual days.
• * Avoidance Learning: Some staff nurses improve their behaviour in order to
avoid criticism of Nursing. Superintendent or to avoid any disciplinary action
against her.
• * Punishment: Nursing Superintendent, for example, can withhold
reward or promotion so as to change the behaviour of staff. Scolding
in front of others or humiliating should be avoided.
• * Be sure to tell a person she / he is doing wrong and what type of
behaviour is desired e.g. RT feeding given with force by use of piston
should be corrected and demonstrated so that goes with gravity.
• * Making the staff participate in different activities which give them
affiliation, acceptance and recognition, e.g. in conferences, Nurses'-
Day, Hospital Annual Day etc.
• * Giving feeling of personal responsibility or keeping interactions.
The newly appointed staff should be left independent but be
observed closely.
• * Warmth, support and identity motivate the staff to perform better.
Every staff member has her own potential. Respect their individual
capabilities. Don't scold if she is performing badly in other field. Let
her develop potential gradually.
 PROBLEMS IN APPLYING MOTIVATION
THEORIES
• Punishment
• Personal Satisfaction vs. Financial Satisfaction
• Persuasion vs. Coersion
• Knowing Your Workers
• Involvement
METHODS FOR MOTIVATING EMPLOYEES
1. Job rotation: This is also known as cross training. It can be effective
for employees that perform repetitive tasks in the job. This allows
the employees to learn new skills by shifting them from one task to
another.
2. Job enlargement: is a motivation technique used for employees
that perform a very few and simple tasks. It increases the number
and variety of tasks that the employee performs, resulting in a
feeling of importance
3. Job enrichment: this method increases the employees control over
the work being performed. It allows the employees to control the
planning, execution and evaluation of their own work, resulting in
freedom, independence and added responsibility.
4. Flexible time: this allows the employees to choose their own work
schedule to a certain extend.
5. Job sharing: a less common method but very
effective in preventing boredom. It allows employees
to share two different jobs
6. Employee involvement: people want to feel like they
are a part of something. Letting the employees to be
more active in decision-making related to their job
makes them feel valued and important to the
company and increases job motivation.
7. Variable pay programs: merit based pay, bonuses,
gain sharing, and stock ownership plans are some
good motivators for employees. They should be
offered as an incentive or reward for outstanding
performance.
Thank you