Super visor By :
Dr. Olfat Salem
&
Miss.Mona Al-Aseeri
Prepared By:
Zainab Ali Al-Musa’ad
Amsha Al- shamari
Amal nasser Al-onazi
Hala Al-hosseni
Bdoor kalid Al-said
Out line:
•Definition of Motivation.
•Factor Affecting Staff Motivation.
• Motivational techniques.
• Motivational theories .
• Motivational process .
• Motivation & Job satisfaction.
Definition
It is a process of arousing behavior, sustaining
behavior & channeling behavior in specific course.
It explains why some people work hard & well
whereas others perform poorly.
In Nursing Management, staffs
need to be motivated to have
quality patient care, to develop
staff efficiency and to reduce
absenteeism.
Factors Affecting Motivation of
Staff:
Motivation of staff is affected by three critical
factors.....
1- The individual needs.
2- Job Design.
3- Work Environment.
1-The individual needs:
The needs of an individual are important
motivators. These make the person work with
enthusiasm & interest.
The significant individual
needs are:
a) Need for Power:
Which results in a strong desire to influence staff,
stimulate them to work, making them achieve positions
of leadership.
b)need for achievement:
results in a desire to do something better or more
efficiently than others. All the staff working in a
particular area should be given equal chance to attend
the refresher courses related to that particular area.
2- Job Design:
Job design is another motivator to
satisfy, signify and give value to
employees encouraging them to
perform well.
3-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 democratic leadership style, peer group
interaction....etc.
A nursing Manager can accomplish this by using
& motivational techniques:
*Positive Reinforcement: Annual reward for better
performance in the form of money, recognition,
praise, promotion …. etc.
* Avoidance Learning: Some staff nurses
improve their behavior in order to avoid criticism
of Nursing.
* Punishment: Nursing
Superintendent, for example, can
withhold reward or promotion so
as to change the behavior of
staff. Scolding in front of others
or humiliating should be avoided.
* 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.
Motivational theories
Can be classified into at least two groups :
content theories and process theories
Content theories:
In general Content theories emphasize individual
needs or the reward that may satisfy those needs.
There two type of Content theories:
1- Instinct : inherited or innate tendencies that
predisposing individual to behave in certain ways.
2- Need:
There three theories:
1)hierarchy of need theory(Abraham Maslow)
2)ERG theory (Clayton Alderfer's)
3)two-factor theory(Frederick Harzbreg)
Maslow
Self-actualization
Alderfer
Growth needs
Herzbreg
Motivating factors
Relatedness needs
Hygiene factors
Esteem needs
Belongingness
(social needs)
Safety needs
Physiological needs
Existence needs
Hygiene factors in job context
affect job dissatisfaction
Organizational policies
Quality of supervision
Working condition
Base wage or salary
Relationship with peers
Relationships with subordinate
Status
Security
High
High
Motivator factors in job context
affect job satisfaction
Achievement
Recognition
Work itself
Responsibility
Advancement
growth
job dissatisfaction
0
job satisfaction
Managerial Implication:
The tow-factor theory offers a particular
discipline to managerial thinking about the
use of rewards and incentives to improve
motivation in the workplace.
process Theories
1- Equity Theory or (Adams Equity Theory) :
equity theory is based on the phenomenon of
social comparison and is best applied to the
workplace.
How to restore perceived equity :
*Change work inputs (e.g reduce performance efforts)*
* Change the outcomes (rewards) received (e.g ask for a raise)
* Leave the situation (e.g quit)
* Chang the comparison points (e.g compare self to a
different coworker)
* Psychologically distort the comparisons ( e.g rationalize that
the inequity is only temporary and will be resolved in the
future)
* Take action to change the inputs or of the comparison
person (e.g get a coworker to accept more work).
Managerial Implications
The equity comparison intervenes between the
allocation of rewards and the ultimate impact
on the recipients.
2- Expectancy Theory or (Vrooms
Expectancy Theory) :
Expectancy theory argues that work motivation is
determined by individual beliefs regarding effort –
performance relationship and work outcomes.
Component of Expectancy Theory
1- Expectancy :
Expectancy is the probability that work effort will be followed by
performance accomplishment.
2- Instrumentality :
Instrumentality is the probability that performance will lead to various
work outcomes.
3- Valence :
Valence is the value to the individual of various work outcomes
Managerial Implications:
Expectancy logic argues that a manager must try to intervene
actively in work situations to maximize work expectancies,
instrumentalities, and valences that support organizational
objective. To influence expectancies, managers should select
people with proper abilities, train them well, support them
with needed resources, and identify clear performance goals.
To influence instrumentality, managers should clarify
performance reward relationships and confirm these
relationships when rewards are actually given for
performance accomplishments. To influence valences,
managers identify the needs that are important to each
individual and then try to adjust available rewards to match
these needs.
Motivation Lead To:
1- Motivation satisfaction:
Is the degree to which individuals feel positively or
negatively about their jobs.
2- Organizational commitment:
Refers to the degree to which a person strongly
identifies with and feels a part of the organization.
3- Job involvement:
Refers to the willingness of a person to work hard and
apply effort beyond normal job expectation.
4- Cause High Performance:
Rewards Cause Both Satisfaction and
Performance:
It suggests that a proper allocation of rewards can
positively influence both performance and satisfaction.
5- Reduce Absenteeism:
Is the failure of people to attend work.
6- Reduce Turnover:
Results when people terminate their employment.
Comparison of Leadership Styles
Leadership Style
Assumed Employee Motivators
Authoritarian (autocratic)
External forces, e.g., power and authority,
needs for approval
Democratic (participative)
Internal drives and impulses
Permissive (laissez-faire)
Internal drives and impulses
Bureaucratic
External forces
References :
* www.Motivation for Better Nursing Management Nursing Journal - Find
Articles.mht
*Organization behavior By: Schermerhorn Hunt Obsorn.