I HOPE IT WILL BE USEFUL FOR ALL NURSES, NURSING STUDENTS AND NURSE EDUCATORS

2. INTRODUCTION

3. DEFINITION
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).

4. Motivation is a process which begins with a
need that must be satisfied by the individual
who feels it. This results in a activity and or
behavior that is intended to satisfy the need. If
activity or behavior is blocked, it results in
frustration.
According to Dalton E. McFurland,
“Motivation refers to the way in which urges,
drives, desires

5. NEED FOR MOTIVATION
Job Performance = Ability + Motivation.

6. TYPES OF MOTIVATORS

7. TYPES OF MOTIVATION
1) Achievement motivation
2) Affiliation motivation
3) Competence motivation
4) Power motivation
5) Attitude motivation
6) Incentive motivation
7) Fear motivation

8. Nature of motivation
 Unending process
 A psychological concept
 Whole individual is motivated
 financial or non-financial
 positive or negative.
 goal-oriented behaviour.

9.  an internal feeling of an individual.
 a continuous process .
 a complex process.
 Motives of an individual changes from time to
time .
 Motivation different from satisfaction.

10. COMPONENTS OF MOTIVATION
COMPONENT
S
DIRECTIO
N
EFFORT
PERSISTEN
CE

11. SOURCES OF MOTIVATION
1)Internal or push forces:
 Needs
For security
For self-esteem
For achievement
For power

12.  Attitudes
About self
About job
About supervisor
About organization

13.  Goals
Task completion
Performance level
Career advancement

14. External or pull forces:
a.Characteristics of the job
 Feedback
 Amount
 Timing
 Work load
 Tasks
 Variety

15.  Scope
 Discretion
 How job is performed
b. Characteristics of the work situation
 Immediate Social Environment
 Supervisor(s)
 Workgroup members
 Subordinates

16.  Organizational actions
 Rewards & compensation
 Availability of training
 Pressure for high levels of output

17. REQUISITES TO MOTIVATE
We have to be Motivated to Motivate
Motivation requires a goal
Motivation once established, does not last if
not repeated
Motivation requires Recognition

18. Participation has motivating effect
Seeing ourselves progressing Motivates us
Challenge only motivates if you can win
Everybody has a motivational fuse i.e.
everybody can be motivated
Group belonging motivates

19. Process

20. Creating a motivating climate

21. approaches for positive
reinforcement.
 must be specific and relevant to a particular
performance.
 close to the event
 Reinforce any improvement, not just
excellence
 Reward should be intermittent
 Reinforcement of new behaviour should be
continuous

22. Strategies for creating a
motivating climate:
 Have clear expectation for workers
 Be fair and consistent
 Be a firm decision maker
 Develop the concept of team work.
 Integrates staff‟s needs and wants with the
organizations interest and purpose.
 Know the uniqueness of each employee.

23.  Remove the traditional blocks between the
employee and the work to be done.
 Provide experience that provide challenges or
“stretch” the employee and allow opportunities
for growth.
 When appropriate, request participation and
input from all subordinates in decision making.

24.  Whenever possible give subordinates
recognition and credit.
 Be certain that employees understand the
reason behind decisions and action.
 Reward desirable behaviour; be consistent in
how you handle undesirable behaviour.

25.  Let employees exercise individual judgment as
much as possible.
 Create a trustful and helping relationship with
employees.
 Let employees exercise as much control as
possible over their work environment.
 Be a role model for employees.

26. Motivation and performance

27. FUNDAMENTAL PRINCIPLES
TO MOTIVATE EMPLOYEES
 Help people reach their full potential
 Catch your employees doing something
right
 Make your employees feel important
 Practice appreciation
 don’t criticize, condemn or complain

28.  Be a good listener
 Encourage others to talk about themselves
 Motivating employee start with motivating
yourself.
 Key to supporting the motivation of your
employees is understanding what motivate
each of them
 Briefly write down the motivation factors that
sustain you and what you can do to sustain
them.

29.  Make a list of three to five things that
motivate each of your employee
 Have one- on- one meeting with each of
your employees.
 Reward it soon after you see it
 Growth and development
 Recognition
 Responsibility

30. Management Function
Associated With Creating A
Motivating Work ClimateLeadership Roles
1. Recognize each worker as unique individual
who is motivated by different things.
2. Identifies the individuals and collective value
system of the unit and implements a reward
system that is consistent with those values.

31. 3. Listen attentively to individual and collective
work values and attitudes to identify unmet
collective needs that can cause dissatisfaction
4. Encourage workers to “stretch” themselves in
an effort to promote self growth and self
actualization.

32. 5. Maintains a positive and enthusiastic image
as a role model to subordinates in the clinical
setting
6. Encourage mentoring, sponsorship and
coaching with subordinates.

33. 7. Develop time and energy to create an
environment that is supportive and
encouraging to the discouraging individual.
8. Develop a unit philosophy that recognizes the
unique worth of each employee and promote
reward systems that make each employee feel
like a winner.

34. 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 motivate self as
necessary.

35. Management Functions
1. Uses legitimate authority .
2. Uses positive feedback .
3. Develops unit goals
4. Maintains a unit environment
5. Promotes a unit environment that focuses on
employee motivators
6. Creates the tension

36. 7. Clearly communicates expectation 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.

37. MEASURES TAKEN BY THE
NURSE MANAGER TO
FACILITATE NURSES
MOTIVATION

38. 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:-

39. 5)Guide, encourage and support continuously:-
6) Reward Good work:-
7) Build team work (Team spirit)
8) Provide continuing education:-

40. SYMPTOMS OF MOTIVATED
NURSES
Show interest, enthusiasm and have a positive
attitude.
Believe their work is important and work hard.
Work well with their supervisors and others.

41. Take part willingly in planning, implementing
and evaluating their work.
Show responsible behavior.
Strive to find the best way to produce optimal
job performance.

42. THEORIES OF MOTIVATION
 Content theories of motivation
Abraham Maslow (1943)
 The physiological
 Safety and security
 Love needs
 self-esteem needs
 self-actualization needs

43.  Alderfer ERG theory
 Frederick Herzberg Two Factor need theory
(1966)
 David McClelland(1961) Three need theory

44. McAssumptions of theory X:
Employees inherently do not like work and
whenever possible, will attempt to avoid it.
Because employees dislike work, they have to
be forced, coerced or threatened with
punishment to achieve goals.

45. Employees avoid responsibilities and do not
work until formal directions are issued.
Most workers place a greater importance on
security over all other factors and display little
ambition.

46.  Assumptions of theory Y:
Physical and mental effort at work is as
natural as rest or play.
People do exercise self-control and self-
direction and if they are committed to those
goals.

47. Average human beings are willing to take
responsibility and exercise imagination,
ingenuity and creativity in solving the problems
of the organization.
That the way the things are organized, the
average human beings brainpower is only
partly used.

48. Process theories of motivation
 Reinforcement theory
 Expectancy theory of Vroom
 J. Stacy Adams Equity theory

50.  Jeremy Bentham’s “The Carrot and the Stick
Approach
 Goal-setting theory of Edwin Locke
 Arousal/ Cognitive Evaluation theory

51.  Attitude theory
 Attrition/self-efficacy theory

52. Motivational theories for Better
Nursing Management
 Need for Power
 The need for achievement
 Need for affiliation
 Improving physical working conditions to
satisfy
 Increasing the level of training
 Job Design
 Work Environment

53. PROBLEMS IN APPLYING MOTIVATION
THEORIES
 Reward vs. Punishment
 Personal Satisfaction vs. Financial
Satisfaction
 Persuasion vs. Coersion
 Knowing Your Workers
 Involvement

54. METHODS FOR MOTIVATING
EMPLOYEES
 job enlargement
 job enrichment
 job rotation
 flexible time
 job sharing
 employee involvement
 variable pay programs

55. CREATING A MOTIVATING
CLIMATE
1Have 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.

56. 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.

57. 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 behaviour.

58. 13. Allow employees exercise individual
judgement 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.

59. THANK YOU