The document discusses motivation in the workplace. It defines motivation and differentiates between intrinsic and extrinsic motivation. It outlines several theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. It also discusses the role of a nurse administrator in creating a motivating work environment for nurses by meeting their basic needs, providing feedback and recognition, fostering autonomy, and maintaining good working conditions.

1. MOTIVATION
Presented by,
Sinmayee Devi,
Vice-principal, l.j.m con

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.