MOTIVATION NURSING ADMINISTRATION AND MANAGEMENT IT HAS THE PPT BASED ON THE SEMINAR AND PRESENTATION FOR THE ACADEMIC COURSES OF BASIC BSC NURSING 4 TH YEAR HOPE YOU FIND IT EFFECTIVE FOR YOUR COURSE STUDY......

2. SUBMITTEDTO:
Mr.PranayShelokarSir,
[HOD ofMHNDept.]
S.S.T.C.O.N,
Yavatmal
SEMINAR ON
MOTIVATION
SUBMITTEDBY:
Ms.KhushbuTirankar,
B.BSc.[Nsg], IVth Year
S.S.T.C.O.N,
Yavatmal

3. GENERAL OBJECTIVES
At the end of the seminar student will be able to
gain the knowledge regarding the “MOTIVATION”
and apply their Knowledge in teaching.

4. SPECIFIC OBJECTIVES
 At the end of the seminar student will be able to learn
regarding:
 Introduction of motivation.
 Define the motivation.
 Indicate the motivation process.
 Clearly identify types of motivation.
 Establish influencing factors motivation & de-
motivation.
 Describe the models of motivation.
 Explain the motivational theories.
 Enlist the role of Nurse managers to motivate staff.

5. INTRODUCTION
 Motivation is the heart of management.
 The Motive is an inner state that activates and directs action
towards some goal.
 It is challenging task for managers to keep the staff
motivated to perform well in the workplace.

6. DEFINITION
“Motivation derives from motive , which means to move , to act to satisfy a
need or want.”
[Latin word movere – to move]
 “Motivation is the process of stimulating people to action to accomplish
desired goals.”
[- According to Scott ]
 “Motivation as way to direct and control urges , drives , desire, aspiration
or the behavior of human being.”
[- According to Mcfarlands ]
 “ The driving force within individuals by which they attempt to achieve
some goal in order to full fill some needs or expectation.”
[- According to Harmer 2001 ]

7. MOTIVATION PROCESS
Environment
Need Drive
Rewards
(goals)
Performance
Effort
Opportunity
Tension
Goalsand
incentives
Ability
Need
Satisfaction

8. MOTIVATION PROCESS
Motivation is processandhasthree elements :
driving , state, the behavioractivation bythe state at the
goal.
Aneed isphysiologicalor psychologicalstate ofdeprivation
that compelsaperson for someaction for its satisfaction.
It rangesfrom basicsurvivalneed to achieveaneed for
powerandself– actualization.
There are manytypes ofmotives, suchasinnate and
acquired motives, physiological,social, personal , stimulus
andunconscious motives.
Continue..

9. MOTIVATION PROCESS
Motiveincludesneeds, basicdrives, likeanddislikes,
interest , desires andattitudes. Sinceallthese direct usto do
someaction or to behavein amanner called the instrumental
behavior.
There are mainlythree characteristics ofmotivation :
activation, persistent andintensity of efforts.

10. MOTIVATION PROCESS
Physiological
/Psychological
deficiency
(NEED)
Individual
behavesin certain
manner.
(DRIVE/
MOTIVE)
Achievesa
particular goal
(INCENTIVE)

11. MOTIVATION PROCESS
Need:Aphysiologicalor psychologicalin balance
leadsto creation of need.
Drives(Motives): Propel individualsto attain their
goalsor satisfytheir need.
Incentives:Anythingthat canmitigate aneed and
decrease the intensity ofa drive.

12. TYPES OF MOTIVATION
Intrinsic Motivation
Extrinsic Motivation

13. Intrinsic Motivation
Intrinsic motivationrefers to motivationthat
originates within the person and willingly.
It isthe actualself motivation.
It isapersonal gratification andfeelingof
fulfillment, rather than just achievinga goal.

14. Extrinsic Motivation
Extrinsic motivationcomesfrom the external
environment suchasrewards, money,incentives,
popularity, competition andpunishment to
achieve something.

15. TYPES OF EXTRINSIC MOTIVATION
Types of
Motivati
o n
Affilition
Compe
tence
Power
Attitude
Incentive Fear
Acheiv
-ement

16. 1) AffiliationMotivation
Affiliationmotivationisadrive that relates to
people on social basis.
There isanintense desire ofanindividualto
associatewith different people in asocialmatters
Example:

17. 2) Competence Motivation
Competence motivationallowsthe person to
perform high-quality work.
Theperson ismotivated to solvethe problems
andstrive to be skillfuland creative.
Example:

18. 3) AchievementMotivation
Inthis type ofmotivation, the person hasa
concern for amore andmore achievementsand
accomplishments.
Example:

19. 4) Fear Motivation
Theperson gets motivated byknownor unknown
fear or actscontrary to hisor her original
intension.
Example:

20. 5) Incentive Motivation
Incentivemotivationarises due to incentivesand
rewards for doing task.
Insomeinstances, the employersput andextra
effort to get a prize.
Example:

21. 6) AttitudeMotivation
It signifiesthe waythe employeesperceivetheir
future andreact accordingly.
It must revealselfconfidenceamong employees.
Example:

22. 7) PowerMotivation
It isapowerfuldrive to influence people.
It helpsin bringingdesired changesin the
organization.
Example:

23. OTHER TYPES OFMOTIVATION

24. MOTIVATION & PERFORMANCE
Workperformance depends on the levelof
motivation.
The performance and quality of the healthy system
rely on the variety and motivation of human health
sources.
Therefore, Nurses’motivation is likely to affect the
delivery of health services and the outcome of care
andperformance of work.

25. MOTIVATION&PERFORMANCE

26. INFLUENCING FACTORSOF
MOTIVATION
Hygieneandmotivational factors.
Valence,expectancy and instrumentality
Self-esteemandJob enrichment.
Attribution

27. Hygiene and motivationalfactors.
Accordingto Herzberg(1959), hygieneand
motivational factors motivate people to work in any
organization.
Hygieneor maintenancefactors, ifnot present will
de-motivate the people.
Thesealsodissatisfiers, for example, Policy,rules,
supervision, salary,relationship with the superior or
the subordinates andworking condition.

29. VALENCE ,EXPECTANCY AND
INSTRUMENTALITY
Accordingto Vroom, Motivationrequires three
factors :Valence, expectancy andinstrumentality.
Thesefactors are essential to denote the quantum of
areward, expectancy isanestimation ofthe
possibilityofperformance in turn to efforts put by
and employee.
Instrumentality isthe estimation ofcompensation in
turn ofperformance.

31. SELF-ESTEEM AND JOB
ENRICHMENT
Selfconfidenceisvital to motivatethe individual
whoiscommitted to workingat the organizational
level.
Thenurse managerswhohavestatus andvaluein
the organization havea highlevelofselfesteem.

32. ATTRIBUTION
Attribution iseither internal or external
characteristics ofaperson that describes their
behavior.
Thepersonality traits andmotivationability are the
internal factors, andthe work environment andthe
facilitiesavailableare the external factor that
determines the behaviorofan individual.

33. FACTORS CAUSING
DEMOTIVATION
Workplace Hazards.
Shiftduty pattern andlongworking hours.
Nightduty
Shortageand turnover
Feelingof underpaid
Lackofrecognition andappreciation.

34. WORKPLACE HAZARDS
There are manyrisk in healthcare that have
potential to causeserious injury.
One ofthe most commonrisk healthcare
professionalincludingnurses mayencounter sharp
injury.

35. SHIFT DUTY PATTERN AND LONG
WORKING HOURS
Workinghours andshiftduty pattern canaffectthe
sociallifeof nurses.
Attimes, it mayaffecttheir socialrelationships and
mayhaverisk ofisolation and loneliness.

36. NIGHT DUTY
Due to the nightshiftsleep, waking, digestionand
other physiologicalfunctions ofnurses mayaffect
them.
Theymayhavedisorientation andfeelingof fatigue.

37. FEELING OF UNDERPAID
It isanother factor for de-motivation among nurses.
Althoughthe government hasincreased the pay
structure ofthe nurses, whichisveryimportant for
the nurses to remain in the hospital.

38. Shortage and Turnover
It maylower the quality andproductivity ofnursing
care.
It mayaffectwork efficiencyand performance.

39. Lack of recognition and appreciation
Many people think that nursing degree isnot as
respected asamedicalprofession, they take care ofthe
patient and do a relatively large amount of work.
Lackofappreciation canharm the stress andjob
satisfactionofthe nurses andcould adversely influence
staff turnover.

40. General de-motivating factors are:
unfair anddetrimental criticism, publichumiliation, rewarding
the non performers, failureor fear of failure.

41. MODELS OF MOTIVATION
The goalofmost organizationsisto benefit from positive
employeebehaviorin the workplace bypromoting win-win
situation for both the organizationand workplace.
The followingmodels andtheories canbe applied:
1. MARSModelofindividual behaviors.
2. Four-drive modelofemployee’s motivation

42. MARS model of individualbehavior:
The mars model of individual behavior is an excellent
medium for creating a win- win relationship between
the employer and employees.
The mars model depicts the behavior ofandindividual.
Marsisanacronym ofthe four primary elements, ie.
Motivation, ability ,role perception ,situational factors.
The values, personality, opinion, attitude, andstress
form abasisfor shapingindividual behaviorand
performance.

43. MARS model of individualbehavior.
Individual
Characteristics
Values
Personality
Perception
Emotionsand
attitudes
Stress
Motivation
Ability
Role
Perception
Behaviorand
Results
Situational
factor

44. FOUR – DRIVE Model of Employee’s Motivation
Lawrence andNohria “four – drive model” isbasedon
four drives to acquire and achieve; drive to “belong
andbond”, drive to “challengeandcomprehend ”, and
drive to “defineand defend”.
Thismodel isefficient anduseful to the employeesat
the individual aswellasthe organizational level.
Atthe organizational level, afour – drive model isa
tool that canbe used acrossthe organization to drive
specificorganization goals.These drives are asfollows: :

45.  AcquireandAchieve:
Thisdrive isthe most important to motivate the
employees.
Typicallythese are extrinsic rewards suchaspay,office
andbonusandintrinsic rewards suchasasenseof
achievement.
 Belongand Bond:
The drive isto create positive personal relationships with
others at the workplace, whichcanleadto afeelingor
haveand belongingness.

46.  Challengeand Comrehend
Thisdrive isto understand howto fit in, what
thingsmean, howto solveandovercome
challenges,andmakemeaningful contributions.
 Define andDefend :
Thedrive activateswhenabelief, team or an
organization threatens.

47. MOTIVATIONAL THEORIES :
The industrial psychologistsandbehavioral scientists hada
significant contribution to developingmotivational
theories.
Workmotivation research ispart ofindividual psychology.
The doctrines ofwork motivation traditionally haveboth
personal andsituational characteristics.
Typesoftheories are as follows:
 Need – BasedTheories.
 Process-BasedTheories ofmotivation

48. Hierarchy of Needs Theory:
Abraham Maslow proposed a hierarchy of needstheory.
Accordinglyto maslow,
eachhasahierarchy of needs.
Theseare fivetypes of
requirements.
An individual has to satisfy each
level of need before to think for
the next one.
These needs are physiological,
safety,social,esteemand
self- actualization needs.

49. Self-
actualization
Esteemneeds
Belongingneeds
Safetyneeds
Physiologicalneeds

50. Physiological Needs:
Theseneeds are necessaryandessential needs for
survival.
It includes the need for food, water, air and sleep.
Safety Needs:
Each needs for protection from physicalandemotional
harm.
Theseare medicalinsurance, job security andfinancial
reserves.

51. SocialNeeds:
The individuals alsohavesocial needs.
The need to havesocial interactions with others in
society.
Theyshould haveafeelingofasenseofbelonging,
affection, acceptance and friendship.
Esteem Needs:
Eachhasself- esteem needs.These are either
internal or external.
The senseofbelongingness, respect &achievement
account for internal esteem needs &socialstatus;
recognition isexternal form ofesteem needs.

52. The Self– ActualizationNeeds:
It isthe highestlevelofneed &followedby
fulfillingthe other lower needs.
Thisparticular need isconcerning with the
contemplation andachievingfullpotential and
dreams.
Thetruth, justice andwisdomare exampleof
self-actualization needs.

53. Existence, Relatedness andGrowth
Theory:
ClaytonAlderfer isthe originator ofexistence,
relatedness andgrowth(ERG) theory.
It hasbasison Maslow’shierarchy of needs
theory.
Existencerelates to motivator’sfor existence.
It includesthe need for survival, suchas
physiologicalandsafety needs.
Relatednessisthe motivationfor seekingagood
interpersonal relationship.

54. Growth meansadesire for personal growth and
development.
It consist ofahigher levelofneeds suchas
internal esteem andself- actualization needs.

55. Fredrick Herzberg Two-Factor Theory:
Herzberg’s theory ofmotivation includes hygienefactor’s
and motivator’s.
The theory explainsthe factors that motivate individuals
byidentifying andsatisfyingtheir individual needs.
Dissatisfactionand
de- motivation
Not dissatisfiedBut
not motivated
Positive
satisfactionand
motivation

56. The hygienicfactors are dissatisfiers, suchaspolicies,
rules, supervision, working conditions, safetyandsecurity
on the job.
Motivator factor’sare intrinsic to the situation, suchas
achievement, recognition, newresponsibilities and
advancement andgrowth opportunities.
The managementmust identify dissatisfier’sfactors and
try to usevarious measures to enrich or restructure
employee’sjobsto satisfyandmotivate them.

58. Acquired – Needs Theory:
DavidMcClelland proposed the acquired- needs
theory.
It isathree- need theory, accordinglyto
acquired- needs theory, individualsacquire three
types ofneeds asaresult oftheir life experiences.
Theseare the need for achievement, affiliation
and power.

59. Need for Power
(nPow)
Need for affiliation
(nAff)
Need for
achievement
(nAch)
(David McClelland)

60. 1) Need for achievement(nAch):-
Achieversseekto appreciate frequent recognition ofhow
wellthey are doing.
Theyprefer to work alone andtake arisk in doing
different works, but avoidhighrisks where there isa
significant chanceof failure.
Theyhardlygofor money,provided it givesfeedback and
recognition.
Theyset moderate, realistic andachievable goals.

61. 2) Need for affiliation(nAff):-
The need for affiliationlook for harmonious relationships
with other people.
Theyseekapprovalrather than recognition andtry to
subject afavorableimageof themselves.
Theyprefer workingwith others andenjoylots ofsocial
activities.
Theyaskto belong, join groups and organization.

62. 3) Need for Power(nPow):-
Powerseekers want to power to control other people
or achievehigher goals.
Theytry to makemore suggestionsin meetingsand
help others.
Theyenjoythe competition andwinninganddo not
liketo lose.

63. Process – Based Theories of Motivation.
It describes the waysandmeansofmotivating
employeesaccording to their behavior.
It aimsto fulfillandsatisfytheir required needs by
awardingfor their performance.
Themotivationvariesfrom situation to situation and
individualto individual.

64. PROCESS THEORY OFMOTIVATION.
Need
Behavior
Satisfactionor
dis-satisfaction
Rewards
Motivation
Performance

65. Depicts the concept ofaprocesstheory ofmotivation.
Theseare variousprocess – basedtheories, suchas
1)Equity theory
2)Reinforcement
3)Expectancytheory.

66. Equity Theory :
Adamsproposed the equity theory.
Accordingto thistheory, the individualsfeel motivatedwhen
theyperceive that superior treats them equallyin terms oftheir
input andoutput ration with the input –output ratio of
comparison person or a referent.

67. Theratio ofequity theory is2:1 , this isanexample.

68. Reinforcement Theory:
Reinforcement theory basedon pavlovandskinner’swork
believes that positive behaviors, ifrewarded, act as
reinforcement to motivate individuals to perform better.
There are four strategies that managers used to modifythe
behaviorof employees.
Theseare positive reinforcement, negative reinforcement,
punishment and extinction.
Positiveandnegative reinforcement methods increase the
desired behaviors andother two waysdecrease the
frequency ofnegative expression.

69. Positivereinforcement brings positiveresponsefollowedby
favorableconsequences; negativereinforcement brings positive
reaction followedbyremovingadverse effects.
Whereas managersusepunishmentstrategy to reduce
undesirable behaviorsbypresenting adverseeffects, and
extinction isthe method ofdecreasingthe frequency ofbehavior
byremovingawards/incentives followinganundesirable
behavior.

71. The Expectancy Theory:
The expectancy theory proposed byPorter andLawlerbelieves
that individualsmotivate byperceivingahighlevelofeffort that
leadsto performance (expectancy);
Excellent performance leadsto better outcome
(instrumentality),the better result leadsto valueor reward
(valence).
The individualget motivated bysimplecalculationof
expectancy,instrumentality, theirsituations.
Motivation= Expectancy x Instrumentality x valence.

73. The managers try to influence the expectancy byhiring
knowledgeable andskilled employeesor organizing
experienced employees, adequate facilities and
encouragement bythe employer.
( Lawler ) ( Porter )

74. How ToCreate A Motivating Climate?
The nurse administrator can play an important role to create
a motivating climate to encourage staff to put in their best by
observingthe followingtips :
1. Motivateyourself before youmotivate your
subordinates:
Explore yourselfandconsider whatmotivatesthe subordinates.
Understand their feelingsandsupport them sothat they will be
prompted to do the work.

75. 2. Keeporganizational goalswith individual
goals:
Manager’sandsupervisors shouldknowwhat they want
from their subordinates.
Theyshouldbe clear to organizational goals.Tomotivate
them, keep their goalswith organizational goals.
3. Knowthe motivators ofyour subordinates:
Motivateeachemployeein different ways.Askingthem,
listen to them , andobservethem.

76. 4. Recognizethat supporting employeemotivationisa
process, not atask:
Sustainanenvironment where eachstaffcanstronglymotivate
themselves assupporting employeemotivationisanongoing
process.
5. Appreciation:
Showverbalpraiseimmediatelyafter anystaffcomplete hisor
her work/ project successfully.
It shouldbe specific &honest.
6. Transparency:
Create anatmosphere of openness.
Allthe staffshouldbe treated equallyandinformed about the
decisionto avoidanyill- feelingamongthe team.
continue..

77. 7. Rewards:
Encourageanatmosphere ofhealthycompetition amongthe
staff.
Theyshouldbe motivated to put their best in the department.
8. Management Loyalty:
Beloyalto your staffandthen onlytheywillbe faithful to you.
Tryto understand your feelings.

78. 9. Management Concern:
Treat your staffasindividualsandhelp them with their
problems.
It willhelp to create ahealthyandsafe environment.
10. Excellent Infrastructure:
Try to provide a unique work environment where the staff can
work, relax and have fun that enhances the quality of work and
employee satisfaction.
Provide them alittle privacy,canteen,etc.
11. Haveone- on- one meetingswith each staff:
Staff is motivated more if you show concern towards them and
givenattention. continue..

79. 12. Delegation
Delegateappropriate responsibilities andauthority to your
subordinate sothat theycancarry out specific task.
It allowsthem to take astronger role in their jobs, whichusually
meansmore fulfillment andmotivationin their work, aswell.
13. Participative:
Encourageeachstaffto participate in allthe activitiesthat can
givethem asenseofaffiliation, acceptanceand recognition.

80. 14. Warmth Supports theTeam:
Respectthe individualpotential ofeach group.
Correct; guidethem, ifdoingsomething wrong positivelyand
appropriately.
These shouldnot be anypanicor fear in the them.
15. Provide Feedback:
Conveythe staffabout the outcome oftheir activitiesand
contributions toward organizationandimprovement in the
nursing services.
Acknowledgetheir workandefforts andcelebrate their
successes.
It willhelp them to motivate them to workat their best.

81. NATURE OF MOTIVATION
 Motivationisaunending process.
 It ispsychological concept.
 It isconcerned with eachandeveryindividualof
organization.
 It isalwayshampered byfrustration.
 Motivationleadsto the goals.
 It work asaunifying force.
 Motivationmaybe positiveor negative.
 Motivationmaybeintrinsic or extrinsic.
 Motivationmaybefinancialor non-financial.

82. Role of Nurse Managers ToMotivateStaff:
Nurse managers playanessentialpart in motivating their staff.
Staffneed to be motivated to havequalitypatient care, to
developtheir efficiency andto reduce absenteeism.
Focuson needs andwantsofindividual staff.
Recognizeeachteam asauniqueindividualanduseaccordingly
appropriate strategy to each group.
Actasarole model, activelistener supporter andencouragefor
de-motivated team.

83. Role of Nurse Managers ToMotivateStaff:
Recognizedifferencesamongstaffandtreat them
well.
Givethem respect anddignityafeelingof belonging.
Setrealistic goalsandmakework interesting.
Throw a challenge.
Haveeffective communication.
Practice non financialrewards for right action.
Providepositive reinforcement .
Create aclimate for the independent andmotivating
workingenvironment; help them.

84. Role of Nurse Managers ToMotivateStaff:
Makethem responsibleandgivethem afeelingofbelonging
and ownership.
Create acompetitive andhealthy environment.
Useproblem- solving approach.
Motivatestaffthrough individualguidanceand counseling.

85. QUESTIONING :-
1) Define motivation?
2) Typesof motivation?
3) Role ofthe Nurse managerto motivate staff?
4) Anaroused condition that directs the behaviorofan
individualto act is;
a. Drive
c.Motive
b.Need
d.Tension.

86. QUESTIONING :-
5) Theneed concerning with contemplation and
achievingfullpotential in Maslow’s hierarchyneed is;
a. Esteemneed
c. Socialneed
b. Safetyneed
d. Self– actualization
6) AsaNurse managers, howwouldyoucreate a
motivational climate in anursing unit?.

87. SUMMARY
Till nowwediscussedabout the introduction of “motivation”.
Alsowediscusabout ,
Definition of motivation
Processof motivation
Typesofmotivation
Influencingfactors ofmotivation &de- motivation
Modelsof motivation
Theories of motivation
Howto create amotivation climate
Roleofnurse manager’sto motivate staff&then last of
evaluationbythe feedback.

88. CONCLUSION
Atthe end ofthe seminar Iconcludethat the students
will be ableto understand about “motivation”.
Theylisten it carefully&they are ableto define&also
role ofnurse ofmotivation etc.

89. BIBLIOGRAPHY
I. ‘JogindraVati,
“Textbookofprincipalsandpractice of
nursing, management andadministration.”
2nd Edition
JayPeePublications
Pageno: 376-381
II. ‘Basvanthappa.b.t,
“Textbookofnursing administration.”
1st Edition
JayPeePublications
Pageno: 212-227

90. BIBLIOGRAPHY
III. ‘Russel’s.CS,
“TextbookofManagementandleadership for
anurse managers.”
3rd Edition
JohnesBartlett Publishers
Pageno: 316-328
IV. ‘Sandeep Sharma,
“TextbookofHospital management.”
3rd Edition
JayPeePublications
Pageno: 634-639

91. BIBLIOGRAPHY
V. ‘JaydeepDas Gupta,
“TextbookofHospitalAdministrationand Management”
2nd Edition
JayPeePublications
Pageno: 435-443
VI. ‘BVSubramanyam,
“TextbookofHospitalmanagement and Administration.”
8th Edition
CBSPublishers
Pageno: 339-347

92. BIBLIOGRAPHY
VII. ‘I Clement,
“TextbookofManagementofNursingservices and
Education”
2nd Edition
ElsrvierPublications
Pageno: 32-51
VIII. ‘Neelam Kumari,
“TextbookofManagementofNursing servicesand
Education”
4th Edition
PVbooksPublishers
Pageno: 29-38

93. INTERNET REFERENCES
www.slideshare.net/najumpa7
www.csus.edu>indiv>sablynskic:chap6: motivation
www.jblearning.com
www.dspmuranchi.ac.in Blog Pdf
www.slideshare.net>com
[motivationin organizationbehaviorpublishedbySadia
Ahmed]
https://egyankosh.ac.in>bitstream pdf.
Unit 2 work motivation by egyankosh1234..