2. Introduction
• Motivation is unquestionably important in health care institutions
• Like in any other organization, people are required to function
effectively if they are to provide adequate patient care.
• This implies that a health care institution must motivate qualified
personnel to seek employment in the institution and then motivate
them to remain on the job.
3. • Continual turnover means continual recruiting and training costs,
inconvenience, and disruption of staff functions.
• A leadership function is to arouse, excite, or influence another person
to behave in some role or perform some action the person would not
ordinarily do.
4. Definition
• It is a process of arousing enthusiasm in an employee so that he or
she can perform his or her duties with pleasure and sustained interest
in pursuance of the organizational or personal goals.
5. • Motivation can either be intrinsic or extrinsic
• Intrinsic motivation deals with the feelings an employee has when he/she
has done a good job.
• It is the urge that comes from the individual
• She enjoys the job and carries out the activities without regard to the presence of
incentives from anybody
• The activities themselves are self-motivating to the workers
• Extrinsic motivation is the urge to do kore that is triggered off by external
stimuli
• It may be tangible or intangible incentives from someone else
• Promotions, bonuses, praise, and other forms of recognition are common examples
• The workplace motivation is more of extrinsic type
• Note that 50% of motivation comes from within a person; and 50%from the
environment
6. Benefits of motivation
• The benefits of motivation to the organization and the employees
include:
• Higher efficiency
• Reduction of absenteeism amongst the workforce
• Reduction in employee turnover
• Improvement in the corporate image of the organization
• Promotion of good relations
• Improvement in morale
• Reduction of wastages and breakages
• Reduction of work-related accidents
• Encouragement of initiatives and innovations
8. Need hierarchy Theory (Maslow)
• Maslow (1943; 1954) stated that a lower level need is a prerequisite, or controls
behavior until it is satisfied, and then the next higher need energizes and directs
behavior.
• People are motivated by the quest to satisfy their needs which are arranged in
hierarchical order
• The hierarchy, from the lowest to the highest level, is as follows:
• physiological needs (e.g. basic life needs, air, hunger, thirst, shelter, warmth, sex, sleep),
• safety needs (i.e., bodily safety, protection, security, order, law, limits, stability),
• need for love and sense of belonging (e.g. friendship) affection, (love), family, relationship,
work group etc.
• need for self-esteem (e.g. achievement, status, responsibility, reputation, recognition,
appreciation, self-respect)
• self-actualization (e.g. developing one's whole potential, personal growth and fulfilment).
9. • Maslow's need theory is frequently used in nursing to provide an
explanation of human behavior.
• A patient’s needs are viewed in this hierarchical order, with nursing
care directed toward meeting the lower level needs before addressing
higher needs.
10. Two Factor theories- Hertzberg (Theory of Job
satisfaction)
• Hertzberg enlarged on the theory Y approach by dividing the needs
that affect a person's motivation to work into two sets of factors:
• those that affect dissatisfaction
• those that affect satisfaction.
• The first set, called hygiene factors are those factors that meet a
person's need to avoid pain, insecurity, and discomfort.
• If not met, the employee is dissatisfied.
• The second set, called motivation factors are those that meet needs
to grow psychologically, when met, the employee feels satisfied.
• These are distinct and independent factors according to Hertzberg.
• Meeting hygiene needs will not increase satisfaction, and meeting
motivation needs will not reduce dissatisfaction.
11. • Engineers and accountants were asked to describe incidents at work that made them feel
especially good or bad.
• The hygiene factors include:
• Adequate salary
• Appropriate supervision
• Good interpersonal relationships
• Safe and tolerable working conditions (including reasonable policies and procedures)
• Status
• security
• The motivation factors include:
• Satisfying, meaningful work itself
• Opportunities for advancement and achievement
• Appropriate responsibility
• Adequate recognition
• Growth
12. • The leader manager's function is to ensure that both sets of needs
are met, some directly and others by providing opportunities to meet
them in a conducive work environment.
• Enriched jobs are the key to self-motivation
13. Achievement Need Theory (McClelland)
• McClelland claimed that human needs are socially acquired and that
humans feel basic needs for achievement, affiliation, and power.
• Need for achievement is the drive to exceed one's former
accomplishments, to perform an activity more skillfully or effectively than
before.
• A person with high achievement needs to spend much time thinking about
how to improve personal performance, how to overcome obstacles to
improvement, and what feelings will result from success and failure.
• McClelland claims that a person with high achievement needs to set
moderate, realistic goals, enjoy activities, and desires concrete feedback on
performance.
14. • The need for affiliation consists of a desire for friendship, love, and
belonging that causes a person to spend much time planning on how to
establish friendly personal relations.
• Persons with high affiliation needs are sensitive to others' feelings, support
others' ideas, and prefer jobs involving conversational give and take.
• Need for power is the desire to control the means of influencing others and
resisting control by others.
• Persons with a high power need to spend much time thinking about how to
gain authority, dominate decisions, and change others' behavior.
• Such persons are likely to be articulate, demanding and manipulative in
dealing with peers and subordinates.
15. Equity Theory (Adams)
• Adams's (1965) equity theory of motivation suggests that an employee
continuously compares her or his work inputs (skill, effort, time) and
outcomes (status, pay, privileges) with those of other employees.
• The employee perceives inequity whenever her/his rewards are
disproportionate to those received by other employees for the same
amount of input.
• Feelings of inequity motivate an employee to resolve the inequity by
reducing input, attempting to increase outcomes, selecting a different
comparison worker, or resigning.
• Equity does not in any way imply equality; rather, it suggests that those
employees who bring more to the
• Job deserves greater rewards.
16. Expectancy Theory (Victor Vroom)
• Victor Vroom's expectancy theory of human motivation indicates that
a person's attitudes and behavior are shaped by the degree to which
they facilitate the attainment of valued outcomes.
• According to Vroom’s theory, the amount of an employee's job effort
depends on her or his perception of the relationship between good
performance and specific outcomes.
