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Prepared by:

Miss Samah Ishtieh

An-Najah National

University Nursing of Faculty

7/11/2010

Nursing Management

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How we feel about and enjoy our work is crucial to how we perceive the quality of our lives. Jo Manion

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Learning outcome Define the motivation Describe the Motivation Process Identify the basic elements of motivation Explain Theories of motivation Explain the hierarchy or needs theory Differentiate Theory X and Theory Y Describe the motivational implications of equity

theory Explain the key relationships in expectancy theory

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Learning outcome

Describe how managers can design individual jobs to maximize employee performance

Describe the effect of workforce diversity on motivational practices

How can manager motivate employees by motivator factors

What is the most applicable motivators in our organization

Describe how entrepreneurs motivate their employees

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What did motivation define?

Motivation may be defined as the force within the individual that influences or directs behavior. Because motivation comes from within the person, managers cannot directly motivate subordinates.

The humanistic manager can, however, create an environment that maximizes the development of human potential. Management support, collegial influence, and the interaction of personalities in the work group can have a synergistic effect on motivation. The leader–manager must identify those components and strengthen them in maximizing motivation at the unit level. (Marquis B. l. & Huston C. J.,2006, p444).

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Leaders should apply techniques, skills, and knowledge of motivational theory to help nurses achieve what they want out of work. At the same time, these individual goals should complement the goals of the organization. The manager bears primary responsibility for meeting organizational goals, such as reaching acceptable levels of productivity and quality.

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Motivation also is:

Understanding how others work. Some internal or external force to move human

beings to continuous high levels of productivity. Have an effect on outcomes such as

performance, turnover, and absenteeism. State of mind in which a person views any

particular task or goal. Process of activating human behavior. Catalyst to move individuals toward

goals.المحفز

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Motivation is built on three basic elements:

1. Motivation starts with a need, vision, dream or desire to achieve the seemingly impossible. Creativity is associated with ideas, projects and goals, which can be considered a path to freedom.

2. Developing a love-to-learn lifestyle, become involved with risky ventures and continually seek new opportunities. Success is the result of learning what works and does not work.

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Motivation is built on three basic elements:

3. Develop the ability to overcome barriers and to bounce back from discouragement or failure.

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The leadership roles and management functions inherent in creating such an environment are included in following:

Leadership Roles1. Recognizes each worker as a unique individual who is

motivated by different things.2. Identifies the individual and collective value system of

the unit, and implements a reward system that is consistent with those values.

3. Listens attentively to individual and collective work values and attitudes to identify unmet needs that can cause dissatisfaction.

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The leadership roles

4. Encourages workers to “stretch’’ themselves in an effort to promote self-growth and self-actualization.

5. Maintains a positive and enthusiastic image as a role model to subordinates in the clinical setting.

6. Encourages mentoring, sponsorship, and coaching with subordinates.

7. Devotes time and energy to create an environment that is supportive and encouraging to the discouraged individual.

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8. Develops a unit philosophy that recognizes the unique worth of each employee and promotes reward systems that make each employee feel like a winner.

9. Demonstrates through actions and words a belief in subordinates that they desire to meet organizational goals.

10. Is self-aware regarding own enthusiasm for work and takes steps to remotivate self as necessary.

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Management Functions

1. Uses legitimate authority to provide formal reward systems.

2. Uses positive feedback to reward the individual employee.

3. Develops unit goals that integrate organizational and subordinate needs.

4. Maintains a unit environment that eliminates or reduces job dissatisfies.

5. Promotes a unit environment that focuses on employee motivators.

6. Creates the tension necessary to maintain productivity while encouraging subordinate job satisfaction.

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Management Functions

7. Clearly communicates expectations to subordinates.8. Demonstrates and communicates sincere respect,

concern, trust, and a sense of belonging to subordinates.

9. Assigns work duties 10. Identifies achievement, affiliation, or power needs of

subordinates, and develops appropriate motivational strategies to meet those needs. (Marquis B. l. & Huston C. J.,2006, p444)

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CONDITIONS THAT MOTIVATE BEHAVIOR

Three conditions motivate behavior. These things are:

1. what an individual can do;

2. what his permitted to do and

3. what is reinforced.

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The motivation process

Unsatisfied need => Tension => Drives => Search Behavior => Satisfied needs => Reduction of tension => New unsatisfied needs

04/19/23 Miss Samah Ishtieh 18Robbins et al., Fundamentals of Management, 4th Canadian Edition©2005 Pearson Education Canada, Inc. FOM 10.5

Drives

SearchBehaviour

Tension Reductionof Tension

SatisfiedNeed

The Motivation Process (Exhibit 10-1)

UnsatisfiedNeed

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INTRINSIC VERSUS EXTRINSIC MOTIVATION

Motivation is the action people take to satisfy unmet needs. It is the willingness to put effort into achieving a goal or reward to decrease the tension caused by the need.

Intrinsic motivation comes from within the person, driving him or her to be productive. To be intrinsically motivated at work, the worker must value job performance and productivity.

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Extrinsic motivation

Extrinsic motivation is motivation enhanced by the job environment or external rewards. The reward occurs after the work has been completed.

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Because people have constant needs and wants, people are always motivated to some extent. In addition, because all human beings are unique and have different needs, they are motivated differently. The difference in motivation can be explained in part by our large- and small-group cultures.

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Motivational Theories

1. Hierarchy of Needs Theory It is the most well known theory of motivation

for Abrahm Maslow. Maslow (1970) believed that people are motivated to satisfy certain needs, ranging from basic survival to complex psychological needs, and that people seek a higher need only when the lower needs have been predominantly met.

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Maslow hypothesized that within human being there exists a hierarchy of five needs

These needs are: Physiological needs: include hunger, thirst,

shelter, sex and other bodily needs. Safety: includes security and protection from

physical and emotional harm. Social: includes affection, belongingness,

acceptance, and friendship

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A hierarchy of five needs. These needs are:

Esteem: includes internal esteem factors such as self- respect, autonomy, and achievement; and external esteem factors such as status, recognition, and attention

Self- actualization: The derive to become what one is capable of becoming includes growth, achieving one's potential, and self-fulfillment.

04/19/23 Miss Samah Ishtieh 25Robbins et al., Fundamentals of Management, 4th Canadian Edition©2005 Pearson Education Canada, Inc. FOM 10.6

Maslow’sHierarchyof Needs

Self

Esteem

Social

Safety

Physiological

Source: Motivation and Personality, Second Edition, by A. H. Maslow, 1970.

Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, New Jersey.

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2 .Expectancy theory

Vroom's Expectancy Model suggests that people choose among alternative behaviors because they anticipate that particular behaviors will lead to one or more desired outcomes and that other behaviors will lead to undesirable outcomes.

Expectancy is the belief that effort will lead to first-order outcomes, any work-related behavior that is the direct result of the effort an employee expends on a job.

04/19/23 Miss Samah Ishtieh 27Robbins et al., Fundamentals of Management, 4th Canadian Edition©2005 Pearson Education Canada, Inc. FOM 10.11

Expectancy Theory

3. Attractiveness relationship

1. Effort-performance relationship

2. Performance-rewards relationship

IndividualEffort

IndividualPerformance

IndividualGoals

OrganizationalRewards

1 2

3

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3 .McGregor (1960)

Contributed the theory X and theory Y dichotomy, which examines what motivates people to be actively involved at work. Theory X managers believe that most people are at work simply to obtain their paycheck and must be constantly supervised. Theory Y managers believe that people enjoy work and want to contribute, regardless of the rewards. (Harris K.P.,2004,p.73-74).

04/19/23 Miss Samah Ishtieh 29Robbins et al., Fundamentals of Management, 4th Canadian Edition©2005 Pearson Education Canada, Inc. FOM 10.7

Theory XEmployees

Dislike Work

Avoid Responsibility

Little Ambition

Theory YEmployees

Enjoy Work

Accept Responsibility

Self-Directed

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4 .Herzberg’s Motivation- Hygiene Theory

Hygiene factors (maintenance) security, status, money, working

conditions, interpersonal relations, supervision, and policies and administration

related to the environment and conditions of the job (can lower performance)

not growth producing motivators for employees Motivators

related to the job itself; advancement, responsibility, challenging work, recognition, and achievement.

(Harris K.P., 2004, P.72-73).

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5. McClelland’s 3 Basic Needs

Robbins et al., Fundamentals of Management, 4th Canadian Edition©2005 Pearson Education Canada, Inc. FOM 10.8

The Three-Needs Theory

Affiliation(nAff)

Achievement(aAch)

Power(nPow)

04/19/23 Miss Samah Ishtieh 33Robbins et al., Fundamentals of Management, 4th Canadian Edition©2005 Pearson Education Canada, Inc. FOM 10.9

Equity TheoryPerceived Ratio

Comparison*Employee’sAssessment

Outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes B

Inputs B

Outcomes B

Inputs B

Outcomes B

Inputs B

<

=

>

Inequity (Under-Rewarded)

Equity

Inequity (Over-Rewarded)

*Where A is the employee, and B is a relevant other or referent.

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Strategies of Motivating Workers:

Salary, Wages and Conditions of Service: To use salaries as a motivator effectively, personnel managers must consider four major components of a salary structures: job rate, payment, personal or special allowances, fringe benefits such as holidays with pay.

Money: Akintoye (2000) asserts that money remains the most significant motivational strategy.

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Strategies of Motivating Workers:

Staff Training: No matter how automated an organization or a library may be, high productivity depends on the level of motivation and the effectiveness of the workforce.

Information Availability and Communication: One way managers can stimulate motivation is to give relevant information on the consequences of their actions on others (Olajide, 2000).

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How can manager motivate employees by motivator factors?

1. worthwhile work Delegate tasks that challenge and stretch the skills

and abilities of staff. Instead of assigning part of a task, let staff be

responsible for the whole task from beginning to end to produce a visible outcome.

Let staff understand why they are needed. Let staff understand how the result of their work

has a significant impact on the well being of other people

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1 .worthwhile work

Explain to staff the vision, mission and values of the department, and how their work aligns with them.

Promote ownership of problem solving. Empower team member. Involve staff in making management decisions

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2.The Power of Acknowledgment

Use this power constructively: Encourage the worst staff and praise them when they

do something right. Give TRUE congratulations - Timely, Responsive,

Unconditional, Enthusiastic. Celebrate what you want to see more of. Cheer any progress, not just the result. Tell people what a great job they've done or present

them an award, and make their achievements known to the community.

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2.The Power of Acknowledgment

Catch people doing things right, not just catch them doing things wrong.

Give positive feedback when you spot performance improvement.

Recognize quality performance Appreciate the value of risk-taking and

mistakes.

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3 .Personal Credibility

abide by civil service core values : commitment to the rule of law; honesty and integrity above private interests; accountability and openness in decision-making

and in its action; political neutrality in conducting official duties; impartiality in the execution of public functions;

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3 .Personal Credibility a role model for team members. a motivated manager yourself. brave enough to admit it when you are wrong able to speak positively all the time. organized yourself. open-minded to suggestions and opinions. attentive to team members' emotional needs, be a

human leader. accountable, so team members feel secure enough to

take risks.

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4 .Working Through People

The basic principle underpinning motivation is that if staff are managed effectively, they will seek to give of their best voluntarily without the need for control through rules and sanctions - they will eventually be self-managing.

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Do you want our staff to work in a demotivating environment? If not, what can we do? How can we achieve results through

people?

The following are some suggestions: Value individuals as persons. Address your staff as "team members" instead of

subordinates. Be result-oriented, disseminate the purpose and

objectives of tasks. Give people work that demands their best and allow

them to learn and move ahead into uncharted territory.

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Some suggestions

Keep team members informed of new developments. Encourage problem solving instead of faultfinding. Never say, "You're wrong" when you disagree with them. Deal with errors constructively; be helpful at all times. Be ready to coach team members. Recommend inspiring training courses for team members. Go to team members' place instead of asking them to

come to your office all the time. Encourage team members' involvement in management

decisions.

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References

1. Marquis B. l. & Huston C. J. (2006),5th edition. Leadership Roles and Management Functions in Nursing: Theory and Application. Lippincott William & Wilkins. Printed in USA.

2. Harris K. P. (2004), Case Applications in Nursing Leadership & Management. Thompson &Delmar Learning. Printed in USA.

3. Major Applied Research 5,Technical Paper No. 1 Public Sector Health ,Worker Motivation and Health Sector

Reform:A Conceptual Framework: January 1999, Prepared by: Sara Bennett, Ph.D. Robbins S. P. & Judge T. A. (2007), 12th ed. Organizational Behavior. By Pearson Education, Upper Saddle River, New Jersey.

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Web links

http://translate.google.com/translate_t?langpair=ar|en

www.csb.gov.hk/hkgcsb/hrm/hrm/e-motivation/e-purpose.htm

http://digitalcommons.unl.edu/libphilprac/118 http://www.moh.gov.ps/moh_ar/index.asp?fun=1 csb.gov.hk/hkgcsb/hrm/hrm http://en.wikipedia.org/wiki/Motivation

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