Motivation
- 2. “A great man is one who can make a small man feel great, and perform great”
- 3. Motivation Motivation is a state within a person that drives behavior towards some goals.
- 4. INTRODUCTION • Motivation is an internal feeling and a psychological phenomenon which generates within an individual. Motivation is next to directing / leading. Managers can motivate their subordinates while guiding them. • Motivating means encouraging people to take more initiative and interest in the work assigned. • It is an art of getting things done willingly from others.
- 5. DEFINITION OF MOTIVATION • The act or process of stimulating to action, providing an incentive or motive, especially for an act. • The driving force within individuals by which they attempt to achieve some goal in order to fulfill some needs or expectation. (Harmer, 2001)
- 6. MOTIVATION IS… Complex Psychological Physical Unique to each and every person Context sensitive Not fully understood
- 7. TYPES OF MOTIVATION • Intrinsic Motivation • Extrinsic Motivation
- 8. Intrinsic Motivation Intrinsic motivation refers to motivation that comes from inside an individual rather than from any external or outside rewards, such as money or grades. The motivation comes from the pleasure one gets from the task itself or from the sense of satisfaction in completing or even working on a task.
- 9. • Social-contextual events such as feedback, communications, rewards which cause feelings of competence foster intrinsic motivation (Ryan and Deci, 2000) • While positive performance feedback increases intrinsic motivation, negative performance feedback decreases it.
- 10. Extrinsic Motivation •Extrinsic Motivation is said to be less effective because it comes from outside the person. External reinforcer's, for instance, are usually in the form of control. • Extrinsic motivation occurs when we are motivated to perform a behaviour or engage in an activity to earn a reward or avoid punishment. •"Tangible benefits" related to job such as salary, fringe benefits and job security are known as extrinsic motivation or called extrinsic rewards. ` Latham ( 1998)
- 11. THEORIES OF MOTIVATION CONTENT THEORIES: Emphasis on what motivates individuals. • Maslow’s Hierarchy of need theory • Herzberg’s two factors theory • Alderfer’s ERG theory • McCelland’s three needs theory
- 12. PROCESS THEORIES: Emphasis on actual process of motivation I. Adam’s equity theory of motivation II. Goal setting theory of motivation III. Vroom expectancy theory of motivation IV. Reinforcement theory of motivation
- 13. 1.ABRAHAM MASLOW'S HIERARCHY OF NEEDS THEORY • Mr. Abraham Harold Maslow suggested his Theory of Human Motivation in 1943 • Needs were categories as five levels of lower and higher-order needs. • Individual must satisfy lower-level needs before they can satisfy higher order needs. • Motivating a person depends on knowing at what level that a person is on the hierarchy.
- 14. Maslow's theory is based on the following two principles: 1) Deficit principle 2) Progression principle:
- 15. • Need is defined as a physiological or psychological deficiency that a person feels the compulsion to satisfy. • This need can create tensions that can influence a person's work attitudes and behaviors. • Maslow formed a theory based on his definition of need that proposes that humans are motivated by multiple needs and that these needs exist in a hierarchical order. •
- 17. 2. HERZBERG'S TWO-FACTOR THEORY In his two-factor theory, Herzberg identifies two sets of factors that impact motivation in the workplace: Hygiene factors include salary, job security, working conditions, organizational policies, and technical quality of supervision. Although these factors do not motivate employees, they can cause dissatisfaction if they are missing. Something as simple as adding music to the office place or implementing a no-smoking policy can make people less dissatisfied with these aspects of their work.
- 18. Satisfiers or motivators include such things as responsibility, achievement, growth opportunities, and feelings of recognition, and are the key to job satisfaction and motivation. For example, managers can find out what people really do in their jobs and make improvements, thus increasing job satisfaction and performance. Following Herzberg's two-factor theory, managers need to ensure that hygiene factors are adequate and then build satisfiers into jobs.
- 19. Satisfaction vs Dissatisfaction Motivators Achievement Growth Recognition Responsibility Hygiene Compensation Fringes Supervision Work Conditions
- 20. 3.ALDERFER'S ERG THEORY Clais built upon Maslow's hierarchy of needs theory. Eyton Alderfer's ERG (Existence, Relatedness, Growth) theory xistence needs are desires for physiological and material well-being. Relatedness needs are desires for satisfying interpersonal relationships. Growth needs are desires for continued psychological growth and development.
- 21. 4.MCCLELLAND’S MANIFEST NEED THEORY OF MOTIVATION. David C. McClelland proposed his Achievement Motivation Theory (Also called Manifest Need Theory). According to him, there are certain needs that are learned and socially acquired as the individual interacts with the environment. McClelland classified such needs into three broad categories. These are (a) Need for power, (b) Need for affiliation, and (c) Need for achievement.
- 22. PROCESS THEORY OF MOTIVATION I. Adam’s equity theory of motivation II. Goal setting theory of motivation III. Vroom expectancy theory of motivation IV. Reinforcement theory of motivation
- 23. 1. Adams’ equity theory of motivation This theory describes that employees become demotivated , both in realtion to their job and their employer , when they feel their inputs are greater than the outputs. Emplyees feel disparity between input and output . Motivation is enhanced by facilitating a balance between the input and output. John stacey adams -1963
- 24. 2. Goal setting theory of motivation Goal setting theory refers to the outcome of established goals on organizational performance . Edwin locke observed in his research that individuals who formulate specific and difficult goals performed better than those who set general and easy goals. Locke proposed five basic principles of goal setting .
- 25. 5 principles of goal setting I. Clarity II. Challenge III. Commitment IV. Feedback V. Task complexity
- 26. 3.VROOM EXPECTANCY THEORY OF MOTIVATION Victor Vroom believes that all human behavior results from conscious choices among alternatives . The purpose of this conscious choice is to maximize satisfaction and minimize pain. The key elements of this theory are Valence (V) Instrumentality (I) Expectancy (E)
- 27. Valence : refers to the perception of individuals psychologically to hold with respect to outcome or rewards. It may be ranges from -1 to +1. Instrumentality: refers to the first level out come will lead to the second level outcome. Score ranges from 0 to 1. Expectancy : refers to an effort that will lead to completion of a task. Score value varies from 0 to 1. Motivation =V*I*E
- 28. 4. REINFORCEMENT THEORY OF MOTIVATION B.F Skinner proposed the theory of reinforcement as a theory of motivation. According to this theory the individual’s behavior is a function arising from consequences and is based on law of effect. That means individual repeat the behavior again and again because he has experienced a positive consequences, but he never repeats the behavior when the consequences are negative and not satisfying.
- 29. Thus, acc to Skinner, the external environment of the organization must be designed effectively and positively so as to motivate the employee. There are 4 approaches of reinforcement to motivate the employees I. Positive reinforcement II. Negative reinforcement III. Punishment IV. Extinction
- 30. What Employees Want Maintainers Motivators
- 31. Maintainers • Working conditions • Company policies • Job security • Pay and benefits • Relationships with coworkers • Supervision • Status
- 32. Role of nurse Administrator In Creating a motivating climate • Organizations are more likely to instill ‘want to’ attitudes in people if they nurture three factors, namely ‘I belong’ feelings, ‘Can do’ beliefs and an ‘I’m responsible’ or ‘I’m allowed’ mindset. • People are likely to adopt the values of others who help them meet their needs for belongingness and competence and autonomy. • People need to be valued by others, surrounded by a cohesive peer group and given a sense of belonging and control, the stimulation of clear and challenging goals and recognition for whatever they achieve.
- 33. The administrator’s role is to influence each nurse’s behavior and action towards achievement of organizational objectives . Creates a conducive working environment that enhance job satisfaction . Facilitates a motivational climate where nurse work with autonomy and able to meet the basic needs. Provision of counseling and guidance, coaching and training
- 34. Applies positive and negative reinforcement ,punishment and extinction approaches of motivation to enhance the organizational behavior among nurses. Monitor performances and provide feedback to nurses for improvement if any . Communicate the expectation clearly Be fair and consistent when dealing with nsg personnel
- 35. Demonstrate effective leadership style Creates a trustful and helping relationship with employees. Maintain a unit environment that eliminates or reduce job dissatisfies. Assign work duties commensurate with nurses abilities and post performance to foster a sense of accomplishment in them.