Review of Motivation in nursing education

1. Review of Motivation
By
Rajesh Kumar Sharma
Lecturer
Himalayan College of Nursing, D’dun

2. Motivation
• According to a well-known writer, Frederic
Herzberg there are two main categories of
motivational factors described in the
commonly accepted motivation theories.
• The first one is referring to contextual factors
established in the organizational environment,
like salary, work conditions, and strategies also
included in Maslow's theory.

3. The second category is describing the
importance of motivational factors, which are
reflecting the real level of work's value. In this
category we can include threats and
opportunities, competences, professional
achievements, all forming a complex hieratical
system. Herzberg considers that the
motivational factors can lead to higher
productivity rates achieving tempting
performances.

4. Motivation is influenced by the
following factors:
• Elementary physiologic needs, like the necessity for
food, shelter, clothes, or other things vital for survival
• Security and safety including the protection against
threats, or other dangerous situations that can be
faced during work
• Social contacts including love, affection, and respect
• Social status; gaining trust in own power of
succeeding, self confidence and obtaining a position in
the society corresponding to the real capacities
possessed by the employee
• Self achievement; a powerful feeling of doing the right
thing in the best possible way

5. Abraham Maslow’s “Need Hierarchy
Theory”
• Maslow saw human
needs in the form of a
hierarchy, ascending
from the lowest to the
highest, and he
concluded that when
one set of needs is
satisfied, this kind of
need ceases to be a
motivator

6. (i) Physiological needs :
• These are important needs for sustaining the human
life. Food, water, warmth, shelter, sleep, medicine
and education are the basic physiological needs
which fall in the primary list of need satisfaction.
Maslow was of an opinion that until these needs
were satisfied to a degree to maintain life, no other
motivating factors can work.
(ii) Security or Safety needs :
• These are the needs to be free of physical danger
and of the fear of losing a job, property, food or
shelter. It also includes protection against any
emotional harm.

7. (iii) Social needs :
Since people are social beings, they need to belong and be
accepted by others. People try to satisfy their need for
affection, acceptance and friendship.
(iv) Esteem needs :
According to Maslow, once people begin to satisfy their need
to belong, they tend to want to be held in esteem both by
themselves and by others. This kind of need produces such
satisfaction as power, prestige status and self-confidence. It
includes both internal esteem factors like self-respect,
autonomy and achievements and external esteem factors
such as states, recognition and attention.
(v) Need for self-actualization :
Maslow regards this as the highest need in his hierarchy. It is
the drive to become what one is capable of becoming, it
includes growth, achieving one’s potential and self-
fulfillment.

8. “Theory X and Theory Y” of Douglas
McGregor :
• McGregor, in his book “The Human side of
Enterprise” states that people inside the
organization can be managed in two ways. The
first is basically negative, which falls under the
category X and the other is basically positive,
which falls under the category Y. McGregor
concluded that a manager’s view of the nature of
human beings is based on a certain grouping of
assumptions and that he or she tends to mold his
or her behavior towards subordinates according
to these assumptions

9. Under the assumptions 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.
• Employees avoid responsibilities and do not work
fill formal directions are issued.
• Most workers place a greater importance on
security over all other factors and display little
ambition.

10. In contrast under the 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.
• 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 being’s brainpower is only partly
used.

11. Frederick Herzberg’s motivation-
hygiene theory :
A similar point is made
in Herzberg's
“motivational
hygiene” theory,
according to which
demotivators (or
"hygiene factors")
have to be reduced
as well as
motivators (or
incentives)
increased, to
develop positive
motivation

12. Examples of Hygiene factors are :
• Security, status, relationship with
subordinates, personal life, salary, work
conditions, relationship with supervisor and
company policy and administration.
Examples of Motivational factors are :
• Growth prospectus job advancement,
responsibility, challenges, recognition and
achievements

13. Equity Theory
• As per the equity theory of J. Stacey Adams,
people are motivated by their beliefs about
the reward structure as being fair or unfair,
relative to the inputs. People have a tendency
to use subjective judgment to balance the
outcomes and inputs in the relationship for
comparisons between different individuals.
Accordingly :

15. TYPES OF MOTIVATION
(1) Achievement Motivation
• It is the drive to pursue and attain goals. An individual
with achievement motivation wishes to achieve
objectives and advance up on the ladder of success.
Here, accomplishment is important for its own shake
and not for the rewards that accompany it.
(2) Affiliation Motivation
• It is a drive to relate to people on a social basis.
Persons with affiliation motivation perform work better
when they are complimented for their favorable
attitudes and co-operation.

16. (3) Competence Motivation
• It is the drive to be good at something, allowing the
individual to perform high quality work. Competence
motivated people seek job mastery, take pride in
developing and using their problem-solving skills and
strive to be creative when confronted with obstacles.
They learn from their experience.
(4) Power Motivation
• It is the drive to influence people and change situations.
Power motivated people wish to create an impact on their
organization and are willing to take risks to do so.
(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.

17. • 6) Incentive Motivation
• It is where a person or a team reaps a reward
from an activity. It is “You do this and you get
that”, attitude. It is the types of awards and
prizes that drive people to work a little harder.
• (7) Fear Motivation
• Fear motivation coercions a person to act
against will. It is instantaneous and gets the
job done quickly. It is helpful in the short run.

18. DIFFERENCE BETWEEN MOTIVATION, SATISFACTION,
INSPIRATION AND MANIPULATION
Motivation refers to the drive and efforts to
satisfy a want or goal, whereas satisfaction
refers to the contentment experienced when a
want is satisfied. In contrast, inspiration is
bringing about a change in the thinking
pattern. On the other hand Manipulation is
getting the things done from others in a
predetermined manner.

20. • Hence, manipulation or external stimulus as
well as inspiration or internal stimulus acts as
carriers of either demotivation or motivation
which in turn either results into dissatisfaction
or satisfaction depending upon.

21. Thank You