The document discusses several theories of motivation: 1. Maslow's hierarchy of needs theory which describes human motivation as arising from five levels of needs. 2. Herzberg's two-factor theory which separates factors that cause satisfaction from those that cause dissatisfaction. 3. Expectancy theory which states that motivation depends on expectations of outcomes from efforts. It also provides strategies for creating a motivating work climate such as clear expectations, fair treatment, recognition, and challenges that allow growth. Leadership roles in motivation include recognizing individual needs and encouraging development.

2. MOTIVATION
It is derived from word motive which means
needs , desires and drives within the
individuals. It is the process of stimulating
people to actions to accomplish goals.

3. MOTIVE
• IT IS AN URGE TO ATTAIN SOME GOAL.
• A REASON FOR DOING SOMETHING.

4. MOTIVATION
• MOTIVATION IS A NEED OR DESIRE WITHIN
THE INDIVIDUAL THAT ACTIVATES AND
DIRECTS BEHAVIOR.
• IT REFERS TO THE DRIVING AND PULLING
FORCES WHICH RESULT IN PERSISTENT
BEHAVIOR DIRECTED TOWARDS
PARTICULAR GOALS.

5. CONCEPT OF MOTIVATION

6. INTRINSIC MOTIVATION
• It Originates inside the individual
• Refers to behavior that is driven by
internal rewards.
• In other words, the motivation to engage in
a behavior arises from within the individual
because it is naturally satisfying a person.

7. EXTRINSIC MOTIVATION
• It Originates outside the individual.
• Refers to behavior that is driven by
external rewards. Such ad money and
praise.

8. TYPES OF MOTIVATION
1. ACHIEVEMENT MOTIVATION
• IT IS THE DRIVE TO PURSUE AND ATTAIN
GOALS.
• ACCOMPLISHMENT IS IMPORTANT AND IT
IS NOT FOR THE REWARDS.

9. CONTD…….
2. AFFILIATION MOTIVATION
• IT IS A DRIVE THAT RELATE PEOPLE ON
SOCIAL BASIS.
• INDIVIDUALS PERFORM BETTER WHEN
THEY ARE COMPLIMENTED FOR THEIR
FAVORABLE ATTITUDES AND CO-
OPERATION.

10. CONTD…….
3. COMPETENCE MOTIVATION
• QUALITY OF BEING COMPETENT TO DEAL WITH
ANY SITUATION/PROBLEM IN SYSTEMATICALLY
• IT IS THE DRIVE THAT ALLOWS THE INDIVIDUAL TO
PERFORM HIGH QUALITY WORK.
• USING PROBLEM-SOLVING SKILLS AND STRIVE
TO BE CREATIVE WHEN CONFRONTED WITH
OBSTACLES.
• LEARN FROM THEIR EXPERIENCE

11. CONTD…….
4. POWER MOTIVATION
• IT IS THE DRIVE TO INFLUENCE PEOPLE
AND CHANGE SITUATIONS.
• WISH TO CREATE AN IMPACT ON THEIR
ORGANIZATION AND ARE WILLING TO TAKE
RISKS.

12. CONTD…….
5. ATTITUDE MOTIVATION
• ATTITUDE MOTIVATION IS HOW PEOPLE
THINK AND FEEL.
– IT IS THEIR SELF CONFIDENCE, THEIR BELIEF IN
THEMSELVES, THEIR ATTITUDE TO LIFE.
– IT IS HOW THEY FEEL ABOUT THE FUTURE AND
HOW THEY REACT TO THE PAST.

13. CONTD…….
6. INCENTIVE MOTIVATION
• IT IS WHERE A PERSON OR A TEAM REAPS
A REWARD FROM AN ACTIVITY.

14. CONTD…….
7. FEAR MOTIVATION
• FEAR MOTIVATION COERCIONS A PERSON
TO ACT AGAINST WILL.
• IT IS HELPFUL IN THE SHORT RUN.

16. 1. ABRAHAM MASLOW'S
HIERARCHY OF NEEDS THEORY

17. • Maslow’s hierarchy of needs is a theory in
psychology proposed by ABRAHAM
MASLOW'S in 1943.
• This theory is used to study and
describe the pattern of human
intrinsic motivation through behaviour.

18. • Maslow’s describe the pattern of human
motivation through the classification of FIVE
needs . This means in order for motivation to
occur at next level each level must be satisfied
within the individual themselves.
Physiological Needs
Safety Needs
Esteem Needs
Love & belongingness
Self-Actualization

19. • Furthermore, this theory is a key
foundation in understanding how drive and
motivation are correlated in human
behavior. Each of these individual levels
contain certain amount of internal
sensation that must be met in order for an
individual to complete their hierarchy
• The goal in Maslow’s theory is to attain the
FIFTH level or stage ; Self actualization

20. 2. COGNITIVE
EVALUATION THEORY
• THIS THEORY IS DESIGNED TO EXPLAIN THE
EFFECTS OF EXTERNAL CONSEQUENCES ON
INTERNAL MOTIVATION.
(How intrinsic motivation is affected by external
forces)

21. External events will impact intrinsic motivation
for optimally challenging activities to influence
perceived competence. Events that promote
that greater perceived competence will
enhance intrinsic motivation where as those
that diminish perceived competence will
decrease intrinsic motivation.

22. 3. E.R.G THEORY
• THIS THEORY PROPOSED BY AMERICAN
PSYCHOLOGIST CLAYTON ALDERFER
• THIS THEORY IS SIMPLIFIED VERSION OF
MASLOW'S HIERARCHY OF NEEDS THEORY.
• IT INCLUDES 3 NEEDS
ERG MEANS
1. E-EXISTENCE
2. R- RELATEDNESS
3. G- GROWTH

23. All three needs must be satisfied
simultaneously in order to feel motivated.

24. 1. EXISTENCE NEEDS ARE DESIRES FOR
PHYSIOLOGICAL AND MATERIAL WELL-BEING. (IN
TERMS OF MASLOW'S MODEL, EXISTENCE NEEDS
INCLUDE PHYSIOLOGICAL AND SAFETY NEEDS)
Physiological Needs
Safety Needs

25. 2. RELATEDNESS NEEDS ARE DESIRES OF PEOPLE
FOR MAINTAINING IMPORTANT & SATISFYING
INTERPERSONAL RELATIONSHIPS. (IN TERMS OF
MASLOW'S MODEL, RELATEDNESS
CORRESPONDENCE TO SOCIAL NEEDS)
Social Needs

26. 3. GROWTH NEEDS ARE DESIRES FOR CONTINUED
PSYCHOLOGICAL GROWTH AND PERSONAL
DEVELOPMENT. (IN TERMS OF MASLOW'S MODEL,
GROWTH NEEDS INCLUDE ESTEEM AND SELF-
REALIZATION NEEDS)
Esteem Needs
Self-Actualization

27. THE MAJOR CONCLUSIONS OF THIS THEORY IS :
• IF A HIGHER NEED GOES UNSATISFIED THAN THE
DESIRE TO SATISFY A LOWER NEED INTENSIFIES.
IT MEANS IF SELF ACTUALIZATION IS NOT MET
THEN THE INDIVIDUAL WILL INVEST MORE EFFORT
IN THE RELATEDNESS CATERORY IN HOPES OF
ACHIEVING THE HIGHER NEED.
• IT MAY ALSO LEAD TO FRUSTRATION-REGRESSION
DIMENSION.

28. 4. GOAL SETTING THEORY OF
MOTIVATION
• PROPOSED BY EDWIN.A.LOCKE IN 1960.
• THIS THEORY STATES THAT GOAL SETTING
IS ESSENTIALLY LINKED TO TASK
PERFORMANCE.

29. • IT ALSO STATES THAT SPECIFIC AND
CHALLENGING GOALS ALONG WITH
APPROPRIATE FEEDBACK CONTRIBUTE TO
HIGHER AND BETTER TASK
PERFORMANCE.

30.  GOAL SETTING IS MAJOR COMPONENT OF
PERSONAL DEVELOPMENT.
 MORE SPECIFIC AND AMBITIOUS GOALS LEAD TO
MORE PERFORMANCE IMPROVEMENT.
 IN SIMPLE WORDS, GOALS INDICATE AND GIVE
DIRECTION TO AN EMPLOYEE ABOUT WHAT NEEDS
TO BE DONE AND HOW MUCH EFFORTS ARE
REQUIRED TO BE PUT IN FOR A SPECIFIC TASK.

31. IMPORTANT FEATURES OF
GOAL-SETTING THEORY
• THE WILLINGNESS TO WORK TOWARDS
ATTAINMENT OF GOAL IS MAIN SOURCE OF
JOB MOTIVATION.
• SPECIFIC AND CLEAR GOALS LEAD TO
GREATER OUTPUT AND BETTER
PERFORMANCE.

32. • GOALS SHOULD BE REALISTIC AND
CHALLENGING.
• BETTER AND APPROPRIATE FEEDBACK OF
RESULTS DIRECTS THE EMPLOYEE
BEHAVIOUR AND CONTRIBUTES TO HIGHER
PERFORMANCE.

33. • For example- common personal goals
include losing weight ,achieving good
grades & saving money. Strategy for goal
setting begins with big picture before
breaking it into smaller components allows
one to focus on primary goal . Once the
main goal is set , breaking it up into
smaller , components to achieve the main
goal.

34. 5.Herzberg ‘s Two- factor theory
• It was developed by Psychologist
Frederick Herzberg.
• It is also known as Herzberg’s motivation-
hygiene theory and dual factor theory. This
theory states that there are certain factors
at workplace that cause job satisfaction
while a separate set of factors cause
dissatisfaction at same time.

36. 1. Motivators that give positive satisfaction
arising from intrinsic conditions of the job
itself , such as recognition achievement &
personal growth.
2. Hygiene factors are maintenance factors
these are extrinsic to the work itself and
include aspects such as company policy,
working conditions and wages etc.

37. 6. MCCLELLAND'S ACQUIRED
NEEDS THEORY
• DAVID CLARENCE MCCLELLAND‘ AMERICAN
PSYCHOLOGIST PROPOSED ACQUIRED NEED
THEORY
• ACQUIRED NEEDS THEORY RECOGNIZES THAT
EVERYONE PRIORITIZES NEEDS DIFFERENTLY.
• HE BELIEVES THAT INDIVIDUALS ARE NOT BORN
WITH THESE NEEDS, BUT THEY ARE ACTUALLY
LEARNED THROUGH LIFE EXPERIENCES.

38. MCCLELLAND IDENTIFIES THREE SPECIFIC NEEDS:
1. NEED FOR ACHIEVEMENT IS THE DRIVE TO
ACCOMPLISH THE TASK THAT IS INTRINSICALLY
SATISFYING AND IS NOT ACCOMPANIED BY
MATERIAL REWARD.
• HIGH ACHIEVERS DIFFERENTIATE THEMSELVES
FROM OTHERS BY THEIR DESIRES TO DO THINGS
BETTER.
• THESE INDIVIDUALS ARE STRONGLY MOTIVATED
BY JOB SITUATIONS WITH PERSONAL
RESPONSIBILITY AND FEEDBACK.

39. 2. NEED FOR POWER IS THE ABILITY TO INFLUENCE
THE BEHAVIOR OF OTHERS. PEOPLE WORKS AT
HIGHER POSITIONS IN AN ORGANIZATION CAN
INFLUENCE AND CONTROL OTHERS. THEY ARE
OUTSPOKEN, REALISTIC AND PRACTICAL.
 AN INDIVIDUAL WITH A HIGH NEED OF POWER IS
LIKELY TO FOLLOW A PATH OF CONTINUED
PROMOTION OVER TIME.

40.  INDIVIDUALS WITH A HIGH NEED OF POWER OFTEN
DEMONSTRATE THE FOLLOWING BEHAVIOR:
 ENJOY BEING IN CHARGE
 WANT TO INFLUENCE OTHERS
 PREFER TO BE PLACED INTO COMPETITIVE AND
STATUS-ORIENTED SITUATIONS
 TEND TO BE MORE CONCERNED WITH PRESTIGE
AND GAINING INFLUENCE OVER OTHERS THAN
WITH EFFECTIVE PERFORMANCE

41. 3. NEED FOR AFFILIATION IS THE DESIRE FOR
FRIENDLY, CLOSE INTERPERSONAL
RELATIONSHIPS AND CONFLICT AVOIDANCE. AS
HUMAN BEINGS ARE SOCIAL ANIMAL. THEY LIKE TO
INRERACT AND BE WITH OTHERS. PEOPLE WITH
THESE NEEDS ARE HELPFUL TO OTHERS.

42. PEOPLE NEED AFFILIATION DISPLAY THE
FOLLOWING BEHAVIOR:
• TAKE A SPECIAL INTEREST IN WORK THAT
PROVIDES COMPANIONSHIP AND SOCIAL
APPROVAL
• STRIVE FOR FRIENDSHIP
• PREFER COOPERATIVE SITUATIONS RATHER THAN
COMPETITIVE ONES

43. • DESIRE RELATIONSHIPS INVOLVING A HIGH
DEGREE OF MUTUAL UNDERSTANDING.
• MAY NOT MAKE THE BEST MANAGERS BECAUSE
THEIR DESIRE FOR SOCIAL APPROVAL AND
FRIENDSHIP MAY COMPLICATE MANAGERIAL
DECISION MAKING.

44. 7. EQUITY THEORY
• THIS THEORY IS CONSIDERED AS JUSTICE
THEORY WHICH IS DEVELOPED IN 1960 BY
BEHAVIOURAL PSYCHOLOGIST J.STACY ADAMS.
ACCORDING TO THIS THEORY,RESOURCES CAN BE
FAIRLY DIVIDED TO THE GROUP MEMBERS. IT IS
IMPORTANT FOR MOTIVATING THEM THAT LEADS TO
BETTER OUTCOME/PERFORMANCE.

45. • AS PER THIS MOTIVATION THEORY, AN
INDIVIDUAL’S MOTIVATION LEVEL IS CORRELATED
TO HIS PERCEPTION OF EQUITY, FAIRNESS AND
JUSTICE PRACTICED BY THE MANAGEMENT.
• EQUITY IS MEASURED BY THE RATIO OF
CONTRIBUTIONS AND REWARDS FOR EACH
PERSON

46. CONTD….
• HIGHER IS INDIVIDUAL’S PERCEPTION OF
FAIRNESS, GREATER IS THE MOTIVATION LEVEL.
• WHILE EVALUATING FAIRNESS, EMPLOYEE
COMPARES THE JOB INPUT TO OUTCOME AND
ALSO COMPARES THE SAME WITH THAT OF
ANOTHER PEER OF EQUAL CADRE/CATEGORY.

47. 8. EXPECTANCY THEORY
THE EXPECTANCY THEORY WAS PROPOSED
BY VICTOR VROOM OF YALE SCHOOL OF
MANAGEMENT IN 1964.
 EXPECTANCY THEORY FOCUSES ON OUTCOMES ,
AND NOT ON NEED LIKE MASLOW AND HERZBERG.

48.  EXPECTANCY THEORY IS ABOUT THE MENTAL
PROCESSES REGARDING CHOICE OR CHOOSING.
 IT EXPLAINS THE PROCESSES THAT AN INDIVIDUAL
UNDERGOES TO MAKE CHOICES.

49.  THIS THEORY EMPHASIZES THE NEEDS FOR
ORGANIZATIONS TO RELATE REWARDS DIRECTLY
TO PERFORMANCE AND TO ENSURE THAT THE
REWARDS GIVEN TO THE DESERVED RECIPIENTS.
 THE EXPECTANCY THEORY OF MOTIVATION
EXPLAINS THE BEHAVIORAL PROCESS OF WHY
INDIVIDUALS CHOOSE ONE BEHAVIORAL OPTION
OVER ANOTHER.
 IT ALSO EXPLAINS HOW THEY MAKE DECISIONS TO
ACHIEVE THE EXPECTED OUTCOME.

50. THREE COMPONENTS
1. EXPECTANCY:- It is a belief that one’s efforts will
result in attainment of objectives EFFORT →
PERFORMANCE (E→P)
2. INSTRUMENTALITY:- PERFORMANCE → It is a
belief that a person will receive reward if the
performance expectation is met. OUTCOME (P→O)
3. VALENCE:- Valence is the value an individual places
on the rewards of an outcome. Which is based on their
needs , goals and sources of motivation that strengthen
their motivation.
Avoiding outcome/ welcome outcome

51. • THIS THEORY FOCUSES ON THREE THINGS
1. EFFORTS AND PERFORMANCE
RELATIONSHIP
2. PERFORMANCE AND REWARD
RELATIONSHIP
3. REWARDS AND PERSONAL GOAL
RELATIONSHIP

53. CREATING A MOTIVATING
CLIMATE

54. STRATEGIES FOR CREATING
A MOTIVATING CLIMATE
• HAVE CLEAR EXPECTATION FOR WORKERS, AND
COMMUNICATE THESE EXPECTATIONS
EFFECTIVELY.
• BE FAIR AND CONSISTENT WHEN DEALING WITH
ALL EMPLOYEES.
• BE A FIRM DECISION MAKER USING AN
APPROPRIATE DECISION MAKING STYLE.

55. • DEVELOP THE CONCEPT OF TEAM WORK.
• INTEGRATES STAFF’S NEEDS WITH THE
ORGANIZATIONS INTEREST AND PURPOSE.
• TO KNOW THE UNIQUENESS OF EACH EMPLOYEE.
• PROVIDE EXPERIENCE THAT PROVIDE
CHALLENGES OR “STRETCH” THE EMPLOYEE AND
ALLOW OPPORTUNITIES FOR GROWTH

56. CONTD…….
• PROVIDE RECOGNITION AND CREDIT TO THE
SUBORDINATES.
• PROVIDE REWARDS FAIRLY.
• CREATE A TRUSTFUL AND HELPING
RELATIONSHIP WITH EMPLOYEES.
• BE A ROLE MODEL FOR EMPLOYEES

57. LEADERSHIP ROLES AND
MANAGEMENT FUNCTION
ASSOCIATED WITH
CREATING A MOTIVATING
WORK CLIMATE

58. LEADERSHIP ROLES
• RECOGNIZE EACH WORKER AS UNIQUE
INDIVIDUAL WHO IS MOTIVATED BY DIFFERENT
THINGS.
• IDENTIFIES THE INDIVIDUALS AND COLLECTIVE
VALUE SYSTEM OF THE UNIT AND IMPLEMENTS A
REWARD SYSTEM THAT IS CONSISTENT WITH
THOSE VALUES.

59. • LISTEN ATTENTIVELY TO INDIVIDUAL AND
COLLECTIVE WORK VALUES AND ATTITUDES TO
IDENTIFY UNMET COLLECTIVE NEEDS THAT CAN
CAUSE DISSATISFACTION
• ENCOURAGE WORKERS TO “STRETCH”
THEMSELVES IN AN EFFORT TO PROMOTE SELF
GROWTH AND SELF ACTUALIZATION.

60. CONTD…..
• MAINTAINS A POSITIVE AND ENTHUSIASTIC IMAGE
AS A ROLE MODEL TO SUBORDINATES IN THE
CLINICAL SETTING
• ENCOURAGE MENTORING, SPONSORSHIP AND
COACHING WITH SUBORDINATES.
• DEVELOP TIME AND ENERGY TO CREATE AN
ENVIRONMENT THAT IS SUPPORTIVE AND
ENCOURAGING TO THE DISCOURAGING
INDIVIDUAL.

61. MANAGEMENT FUNCTIONS
• USES LEGITIMATE AUTHORITY TO PROVIDE
FORMAL REWARD SYSTEM.
• USES POSITIVE FEEDBACK TO REWARD
THE INDIVIDUAL EMPLOYEE.
• DEVELOPS UNIT GOALS THAT INTEGRATE
ORGANIZATIONAL AND SUBORDINATE
NEEDS.

62. CONTD……
• MAINTAINS A UNIT ENVIRONMENT THAT
ELIMINATES OR REDUCES JOB
DISSATISFIES
• CREATES THE TENSION NECESSARY TO
MAINTAIN PRODUCTIVITY WHILE
ENCOURAGING SUBORDINATE JOB
SATISFACTION.

63. CONTD……
• CLEARLY COMMUNICATES EXPECTATION
TO SUBORDINATES
• DEMONSTRATES AND COMMUNICATES
SINCERE RESPECT, CONCERN, TRUST, AND
A SENSE OF BELONGING TO
SUBORDINATES.

64. CONTD….
• ASSIGNS WORK DUTIES PROPERLY.
• IDENTIFIES ACHIEVEMENT, AFFILIATION OR
POWER NEEDS OF SUBORDINATES AND
DEVELOPS APPROPRIATE MOTIVATIONAL
STRATEGIES TO MEET THOSE NEEDS.

65. METHODS FOR
MOTIVATING
EMPLOYEES

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

67. CONTD……..
• ACT AS A ROLE MODEL
• DEVELOP AND MAINTAIN GOOD PERSONAL
RELATIONS
• POST EACH NURSE WHERE SHE CAN WORK
BEST
• USE A PARTICIPATIVE STYLE

68. CONTD……..
• GUIDE, ENCOURAGE AND SUPPORT
CONTINUOUSLY
• REWARD GOOD WORK
• BUILD TEAM WORK
• PROVIDE CONTINUING EDUCATION

70. SUMMARIZATION

71. RECAPTUALIZATION

72. BIBLIOGRAPHY
• SAKHARKAR BM. PRINCIPLES OF HOSPITAL
ADMINISTRATION AND PLANNING.4TH ED.
JAYPEE PUBLISHER; 2006:133-41.
• KOONTZ HAROLD AND WEIHRICH HEINZ.
ESSENTIALS OF MANAGEMENT. 8TH ED.
MCGRAW HILL. NEW DELHI; 2010: 290-96.

73. CONTD……..
• HUSTON CAROL J. AND MARQUIS BESSIE L.
LEADERSHIP ROLES AND MANAGEMENT
FUNCTIONS IN NURSING. 5TH
ED.LIPPINCOTT WILLIAMS AND WILKINS;
2006: 443-58.
• http://www.cliffsnotes.com/more-
subjects/principles-of-management/motivating-
and-rewarding-employees/motivation-theories-
individual-needs

74. CONTD……..
• http://www.citehr.com/20105-stick-carrot-
approach-motivation.html#ixzz2xjSDFsNI
• http://www.motivationaltheories.in