Motivtion

 Motivation is a personal trait and individuals differ in
their basic motivational drives. It also depends upon
their areas of interest.
 The concept of motivation is situational and its level
varies between different individuals and at different
times.
INTRODUCTION

 Motivation is to inspire people to work individually or
in groups in the ways such as to produce best results. It
is the will to act. It is the willingness to exert high levels
of efforts towards organizational goals, conditioned by
the efforts and the ability to satisfy some individual
need.
CONT……

MEANING OF MOTIVATION
Motivation is derived from the Latin word ‘movere’
which means ‘to move’ or ‘to energize’ or ‘to
activate’.
Motivation is an action that stimulates individuals
to take course of action, which will result in an
attainment of goals, or satisfaction of certain
material or psychological needs of the individual.

Motivation is a powerful tool in
the hands of the leaders. It can
persuade convince and propel
people to act.

: DEFINITION
Motivation can be define as a process which
begins with physiological or psychological need
or deficiency which triggers behavior or a drive
that is aimed at a goal or an incentive.
(Fred Luthans,2005)
Motivation is the process of stimulating people
to action to accomplish desired goals.
(WG Scott)

Motivation refers to the way in which urges,
drives, desires, aspirations, striving or needs
direct control or explain the behavior of human
beings.
(Mc Farlands DE)
: CONT…….

:
Motivation is the process of arousing the
action, sustaining the activity in process and
regulating the pattern of activity.
(Young)
Motivation refers to the states within a
person or animal that drives behavior toward
some goals.
(Morgan and king)
CONT…….

The nurse manager must realize that nurses
have different personalities and work habits.
Some nurses are skilled, confident, and capable
of self direction and seem to motivate
themselves, while other nurses have lack of self
confidence; they do their job poorly and have
little motivation.
Needfor motivation

The nurse manager is responsible to motivate
the second group and to improve their
performance.
Researchers have revealed that job
performance is the result of the interaction of
two variables; the ability to perform the task
and the amount of motivation
Job performance=Ability+ Motivation
CONT….

IMPORTANCES
Motivation offers several importance’s to
the organization and to the employees:
Higher efficiency
Reduce absenteeism
Reduces employee turnover
Improves a corporate image.

CONT….
Good relations
Improved morale
Reduced wastages and breakages
Reduced accidents
Facilitates initiative and innovation.

1. Personal and internal feeling
2. Art of stimulating someone or oneself
3. Produces goal directed behavior
4. Motivation can either positive or negative
5. Motivation is system oriented.
Characteristics….

FEATURES
Motivation is an act of managers
Motivation is a continuous process
Motivation is goal oriented
Motivation is complex in nature
Motivation is an art
Motivation is different from job satisfaction.

MOTIVATIONAL
APPROACH
The manager has to ponder over how to utilize the
organizations personnel to their maximum potential
and explore the lacunae that may causes hindrance in
the achievement of organizational goal.
Some motivational approaches are followed by
managers to achieve organizational goals effectively
are:

Cont…
1. BE STRONG APPROACH:-
• Conventionally, the management resorted to being
strong. According to this approach, the enterprise put
a thrust on economic rewards.
• The assumption was that people work more
efficiently if threatened with financial loss or penalty
on failure to do their job.
• The higher work efficiently, the better was the
reward. This proved beneficial in the past because
people believed in leading simple lives and had no
other expectations from their job.

Cont.…
2. BE GOOD/ PATERNALISTIC APPROACH:-
• The be-good approach refers to rewarding personnel
to get productive work in return. Rewards may
include job security, recreation, fair supervision and
sound working conditions.
• This approach may prove futile in achieving its
purpose because the personnel may take it as a load
or a comparison. Work is a way of paying back to the
organization and hampers their freedom to work.

Cont…
3. EFFORTS REWARD APPROACH:-
• This approach operates on the basis of the effort or
endeavor on the part of personnel to achieve
organizational objectives.
• The manager sets up standards of practice and
observe adherence to these standards. Ultimately
the reward is decided on the basis of performance.
This gives a sense of motivation and adherence to
work.
• It makes the man money-minded as they exploit
their fullest potential to be promoted or receive
higher remuneration.

types
• Motivation is an internal process
that reflects the desire to achieve
certain goals.
• There are mainly two types of
motivation as per its origin i.e.
extrinsic and intrinsic.

EXTRINSIC MOTIVATION
 It refers to motivation that comes from outside of
an individual i.e. enhanced by the work
environment or external rewards such as money or
grades. The rewards provide a satisfaction and
pleasure.
 An extrinsically motivated person will work on a
task even when they have little interest in it
because of the anticipated satisfaction they will get
from the reward.

CONT…….
 Extrinsic motivation occurs when we are motivated to
perform a behavior or engage in an activity to earn
reward or avoid punishment.
 It comes from outside of the performer and reflects
the desire to do something because of external
rewards or incentives such as awards, popularly,
grading, trophies, competition, money and praise.
 People who are extrinsically motivated may not enjoy
certain activities but only they wish to engage in
certain activities as they receive some external
reward.

CONT…….
Examples of extrinsic motivation:
•Reward for a student would obtain good grade on an
assignment or in the class.
•Participating in a sport to win awards.

ADVANTAGES
Extrinsic rewards can be used to motivate people to
acquire new knowledge or skill.
External rewards can also be a source of feedback
allowing people to know when their performance
has achieved a standard deserving of reinforcement.

DISADVANTAGES
It is not sustainable –As soon as you withdraw the
punishment or reward, the motivation disappears.
It hurts intrinsic motivation-Punishing or rewarding
people for doing something removes their own innate
desire to do it on their own.

INTRINSICMOTIVATION
It refers to motivation that comes from within the
person, driving him or her to be productive.
It is related to person’s level of inspiration. The
motivation comes from the pleasure. One can gets
the sense of satisfaction when completing or even
working on the task itself rather than from the
external rewards.

CONT….
This is the actual self motivation; it originates
from within the heart of the person. It is the
inner gratification and feeling of fulfillment,
rather than just achieving a goal.

Cont…
Examples:
Writing short stories because you really enjoy
writing them.
Reading a nonfiction book because you are
curious about the topic.
Playing chess because you enjoy effortful
thinking.

ADVANTAGES
Intrinsic motivation can be long lasting
and self-sustaining.
Efforts to build this kind of motivation
are also typically efforts at promoting
student learning. Such efforts often
focus on the subject rather than rewards
or punishments.

DISADVANTAGES:
Efforts at fostering intrinsic motivation can be
slow to affect behavior and can require
special lengthy preparation.
Students are individuals, so a variety of
approaches may need to motivate different
students.

Other types of motivation
1. Affiliation Motivation:
This type of motivation is a drive
that relate to staff on a social basis.
This is a strong desire to associate
with different types of employees in
social matters. The employees are
complimented for their favorable
attitudes and cooperation.

CONT…..
2. Competence Motivation:
Competence motivation is the
drive to be good at something,
allowing the individuals to perform
high quality work. The staff is
motivated to solve the problems
and strives to be skillful and
creative. They learn from their
experiences.

CONT..
3. Achievement Motivation:
In this type of motivation, the staff is
concerned for more and more
achievement and accomplishment.
An individual with achievement
motivation wishes to achieve
objectives and climb up on the
ladder of success. It is a drive to
peruse and attain goals.

CONT..
4. Fear Motivation:
 Fear motivation coercions a person to act
against will. It is instantaneous and gets
the job done more quickly. Fear motivation
is helpful in the short run.
 The staff gets motivated by known or
unknown fear and act contrary to her
original intension. It is good to accomplish
the work quickly but for short time not
always.

CONT…….
5. Incentive Motivation:
This is the motivation that arises due to
incentives, towards to do the popular
work. In some instances the nurse put
extra efforts if awarded or gets the
incentives in the form of money etc. This
is a type of extrinsic motivation.

CONT…….
6. Attitude Motivation:
It signifies the way the nurse perceives the
future and their reaction regarding the
past occurrences. It reveals the self
confidence among nurses. Nurses should
have the positive attitude towards the
work, then they will be motivated to do the
work.

CONT…….
7. Power motivation:
It is a drive to influence people and change
situations. Power motivated people wish to
create an impact on their organization and
are willing to take risks.
Power motivation is a very strong drive to
influence the nurses and to bring out the
changes in the organization.

CREATING A MOTIVATING
CLIMATE:

Motivation is a process of arousing and
sustaining goal oriented behavior induced
by the managers by satisfying individual
needs.
This theories include both content and
process theories of motivation.

CONTENT THEORIES OF MOTIVATION
These theories are based on human needs
and motivational derives.
The important contributors of the human
needs thoughts are:-

1. MASLOW’S HIERARCHY OF
NEEDS THEORY
 This theory was proposed by Abraham
Maslow and is based on the assumption
that people are motivated by a series of
five universal needs.
 This theory is useful for understanding
human motivation, management,
training, and personal development.
 These needs are ranked, according to the
order in which they influence human
behavior, in hierarchical fashion.

Frederick Herzberg's (1923-2000) Clinical
psychologist and pioneer of ‘job enrichment’ is
regarded as one of the great original thinkers in
management and motivational theory.
Frederick Herzberg's two-factor theory
describes that certain factor in the workplace
result in job satisfaction and dissatisfaction.
2. Two-Factor Theoryof Fredrick Herzberg

This theory identifies five strong determinants of
the job satisfaction which are termed as satisfiers
or motivation factors and five job dissatisfaction
which are termed as hygiene factor or dissatisfier.
He distinguished that Motivators are associated
with growth and content of the job which give
positive satisfaction and Hygiene factors with
pain avoidance and context of the job causing
dissatisfaction.
CONT…

IMPLICATION
 Herzberg's theory has found application in
such occupational fields as information
systems and in studies of user satisfaction
such as computer user satisfaction.

Clayton Alderfer, expanding on Maslow's
hierarchy of needs, created the ERG
theory.
This theory posits that there are three
groups of core need — existence,
relatedness, and growth, hence the label:
ERG theory.
3, Alderfer's ERGtheory

IMPLICATION
• Implication of this theory is that nurse managers
must recognize that a nurse has multiple needs
to satisfy simultaneously.
• Furthermore, if growth opportunities are not
provided to them, they may regress to
relatedness need.
• If the nurse manager is able to recognize this
situation, then steps can be taken to concentrate
on relatedness needs until the subordinate is
able to pursue growth again

David Clarence McClelland (1917-98), American
psychologist, achieved his doctorate in psychology
at Yale in 1941 and became professor at Western
University.
McClelland is chiefly known workplace
motivational theory and models, advocating
competing based assessments and tests. Since
McClelland's first experiments, over 1,000 studies
relevant to achievement motivation have been
conducted. These studies strongly support the
theory.
4. Achievement-motivationor Three Needs Theory:

CONT….
Regardless of culture or gender, people are
driven by three motives:
1. The Need for Achievement,
2. The Need for Affiliation, and
3. The Need for authority and Power.

Achievement motivation is an integrative
perspective based on the premise that
performance motivation results from the way
broad components of personality are directed
towards performance.
McClelland believes that people with as strong
need for achievement make the best leaders by
setting goals, reviewing progress, and
continuously looking at how things can be done
better.
1. The Need for
Achievement:

There are three major characteristics
a) They would prefer a work environment in
which they are able to assume responsibility
for solving problems.
b) They would take calculated risk and establish
moderate, attainable goals.
c) They want to hear continuous recognition, as
well as feedback, in order for them to know
how well they are doing.
CONT….

Affiliation reveals friendly inter personal
relationships, joining groups, participating and
enjoying social activities
The need for affiliation is characterized by a
desire to belong, an enjoyment of teamwork,
a concern about interpersonal relationships,
and a need to reduce uncertainty
2.The Need for Affiliation:

 A person low in affiliation usually lack in
motivation to maintain high social
interaction, and in building personal
relations with sub-ordinates so necessary
for most managers.
The persons having moderate need for
affiliations are effective managers.
CONT…

Characterized by a drive to control and influence
others, a need to win arguments, a need to persuade
and prevail.
A person of this type is authority motivated.
They desire to have personal status and prestige.
This need can exhibit itself in two ways.
There is ‘need for personal power’ may be viewed as
undesirable as the person. The second type of ‘need
for power’ is the institutional power.
3. The Need for Authority and
Power:

Since the early 1970s Edward L. Deci and Richard M.
Ryan have conducted research that eventually lead
to the proposition of the self-determination theory
(SDT).
This theory focuses on the degree to which an
individual's behavior is self-motivated and self-
determined.
SDT identifies three innate needs that, if satisfied,
allow optimal function and growth:
competence, relatedness and autonomy.
5. SELF DETERMINATIONTHEORY

Cont…
 These three psychological needs motivate
the self to initiate specific behavior and
mental nutriments that are essential for
psychological health and well-being.
 When these needs are satisfied, there are
positive consequences, such as well-being
and growth, leading people to be
motivated, productive and happy.

Cont….
There are three essential elements to the
theory
 Humans are inherently proactive with their
potential and mastering their inner forces
(such as drive and emotions).
 Humans have an inherent tendency towards
growth, development and integrated
functioning.
 Optimal development and actions are
inherent in humans but they do not happen
automatically.

Douglas McGregor (1906-1964) developed
the theory that there are two basic
management behavior types, Theory X
managers and Theory Y managers, each of
which has a very different set of
assumptions about others.
6. McGregor's TheoryX and TheoryY

Theory X Assumptions:
This theory was adopted by traditional theorist
management and the assumptions are
People have an inherent dislike of work and will
try to avoid it at all costs.
People need to be coerced, controlled and
threatened in order to work hard.
People aren’t ambitious and dislike
responsibility, preferring to be directed
Above all else, people want security.
cont.….

Theory X managers are authoritarian and
controlling, using threat and punishment to
coerce people into working hard. They tend
not to produce high levels of performance
from their teams.
cont.….

Theory Y Assumptions:
cont.….
This theory is adopted by modern management
thinkers believing inn human relations approach.
• People naturally put as much effort into their
work as they do into play or rest
• People will exercise self-direction and self-
control if they are committed to a goal
• People will be committed to an organization if
they are satisfied in their job
• People relish and seek responsibility

cont.….
• People are good at creative problem-solving
• People’s talents and skills are normally
underused
Theory Y managers are democratic, consultative
and empowering, helping people to develop and
encouraging them to take the initiative. These
enlightened managers tend to achieve the best
results from their teams.

It is often referred as the ‘JAPANESE
MANAGEMENT STYLE’ developed by William
ouchi, is professor of management at UCLA, Los
Angeles and a board member of several large
US organizations.
Theory Z is a combination of all that’s best of
theory Y and modern Japanese management,
which places a large amount of freedom and
trust with workers with the assumption that
workers have a strong loyalty and interest in
team-working and the organization.
THEORY Z

CHARACTERISTICS
Job security
Collective responsibility
Informal control with formal measures
Slow evaluation and promotion
Concern for employee including family.
cont.….

PROCESSTHEORIESOF MOTIVATION
These theories of motivation provide various
ways by which employees can be motivated. It
Is the external consequences that lead to
determine behavior not the internal needs. The
important one;-

Developed by Edwin A. Locke, ‘Toward a Theory of
Task Motivation and Incentives’,
Goal-setting theory is based on the notion that
individuals sometimes have a drive to reach a
clearly defined end state. Often, this end state is
a reward in itself.
A goal's efficiency is affected by three features:
1. Proximity,
2. Difficulty and
3. Specificity
Goal-setting theory

There are 5 basic principles of this theory:
1. Clear goals,
2. Challenge,
3. Commitment,
4. Task complexity and
5. Performance monitoring and feedback.

One common goal setting methodology
incorporates the SMART criteria, in which goals
are: specific, measurable, attainable/achievable,
relevant, and time-bound.
An ideal goal should present a situation where
the time between the initiation of behavior and
the end state is close.
The goal should be objectively defined and
intelligible for the individual.
cont.….

Proposed by Victor H. Vroom in 1964.
Expectancy theory explains the behavior
process in which an individual selects a
behavior option over another, and why/how
this decision is made in relation to their goal.
There's also an equation for this theory which
goes as follows:
M= E X I X V OR
MOTIVATION =EXPECTANCY X
INSTRUMENTALITY X VALENCE
EXPECTANCY THEORY(3FACTOR
THEORY)

 M (Motivation) is the amount an individual will be
motivated by the condition or environment they placed
themselves in which is based from the following hence
the equation.
 E (Expectancy) is the person's perception that effort will
result in performance. In other words, it's the person
assessment of how well and what kind of effort will
relate in better performance.
 I (Instrumentality) is the person's perception that
performance will be rewarded or punished.
 V (Valence) is the perceived amount of the reward or
punishment that will result from the performance.
cont.….

Equity Theory (J S Adams, ‘Toward an
Understanding of Inequity’, Journal of Abnormal
and Social Psychology, 67 (1963), as the name
suggests, is based on the notion of fairness and
justice and how people form perceptions of
what this means.
According to Adams, author of the theory,
people judge the fairness of their work situation
by comparing the inputs that they contribute to
the outputs that they receive from their job.
EQUITY THEORY

 Skills and experience
 Effort
 Loyalty and trust
 Personal sacrifice
 Working hours
 Patience and Tolerance
 Flexibility
 Enthusiasm
 Support of others
 Financial reward and
benefits
 Recognition and Praise
 Sense of achievement
 Status and Reputation
 Responsibility
 Respect
 Security
 Personal development
INPUTS
OUTPUTS

Where there is a balance between the
two, people tend to be satisfied and
perform effectively. However, where
people feel that their inputs far outweigh
the outputs they receive in return,
motivation and productivity slumps.
The greater the perceived disparity
between the inputs and the outputs, the
greater the demotivation. This can result
in reduced effort, a negative and
disruptive attitude, or, most drastically,
resignation.

CONCLUSION:
Motivation provides insight into why we may
behave the way we do. Motivation is an
internal process that reflects the desire to
achieve certain goal, Motivation is a
theoretical construct used to explain
behavior it also gives the reason for people’s
actions, desire, and needs. Motivation also
provides one’s direction to behavior or what
causes a person to want to repeat a behavior
and vice versa.

BIBLIOGRAPHY
 Vati Jogindra, Principles and Practice of Nursing
Management and Administration, 1st edition. NEW DELHI:
Jaypee Brothers Medical Publishers Pvt Ltd; 2013. Pp.443-
450
 Kumara Neelam, A Text Book of Management of Nursing
Services and Education, 1st edition. JALANDHAR CITY: S.
Vikas And Company Medical Publisher’s India;2013. Pp.
293-300.
 Anthikad Jacob, Psychology For Graduate Nurses, 4th
Edition. NEW DELHI: Jaypee Brother’s Medical Publisher’s P
Ltd; 2013. Pp. 78-88.
 Sharma Suresh K, Communication and Educational
Technology. 2nd ed. New Delhi: RLEX India Private Limited;
2016. p 249-309

 Sreevani R, Psychology for Nurses, 2nd edition. NEW
DELHI: Jaypee brothers medical publishers p ltd; 2013.
Pp. 94-103
 Kaur Amanpreet, A text book of psychology, 1st edition.
S. vikas and company medical publisher’s India; 2013.
Pp. 293-300.
 [internet]En.wikipedia.org.2018[cited13February2018].
Available from:www.en.wikipedia.org
 What is motivation –Management Study Guide
Documents [Internet]. documents.mx. 2018 [cited 12
March 2018]. Available from:
http://www.managementstudy guide.com.

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