Motivation is an action that stimulates an individual to take a 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 leaders. It can persuade convince and propel people to act.

2. 2
Preparedby
MoumitaManna

3. Meaning
 The term motivation is derived from the
word “motive”.
 A motive is an inner state that activates,
energizes or moves an individual and
channelizes his behavior towards goal.

4. Motivation refers to the states within a person
or animal that drives behavior towards some
goals.
- MORGAN AND KING

5. TYPES OF MOTIVATOR
 INTRINSIC MOTIVATION:-
Refers to motivation that comes from within the
person, driving him or her to be productive.

6. Continued….
 EXTRINTIC MOTIVATION:-
It refers to motivation that comes from
outside an individual, i.e. enhanced by the
work environment or external rewards such
as money or grades.

7. TYPES OF MOTIVATION
12/10/15
 1) Achievement motivation
An individual with achievement motivation
wishes to achieve objectives and advance up
the ladder of success.
 2) Affiliation motivation
Individuals with affiliation motivation perform
work better when they are complimented for
their favourable attitude and co-operation

8. TYPES OF MOTIVATION
12/10/15
 3) Competence motivation
Competence/skill motivated individuals seek
job mastery, take pride in developing and in
using their problem solving skills and strive to be
creative when confronted with obstacles. They
learn from their experiences.
 4) Power motivation
It is the drive to influence people and change
situations.

9. TYPES OF MOTIVATION
12/10/15
 5) Attitude motivation
Attitude motivation is how people think and feel.
 6) Incentive motivation
It is where the people are motivated through
external rewards.
 7) Fear motivation
Fear motivation pressures a person to act
against will.

10. Psychological concept
Dynamic and continuous
process
Complex and difficult function
Cyclic process
Stimulating individual

11.  DIRECTION – Deciding the
way, choosing direction, what
we want to achieve and how.
 EFFORTS- Efforts towards
the goal, start doing various
things.
 PERSISTENCE- Persistence
to keep on doing the efforts.

12. SOURCES OF MOTIVATION
 1) Internal or push forces:
 Needs
 Attitudes
 Goals
 2) External or pull forces:
a. Characteristics of the job
b. Characteristics of the work situation

13. Ability

14. STRATEGIES TO CREATE A
MOTIVATING CLIMATE
 Have a clear expectation for work and
communicate these expectation.
 Be fair and consistent when dealing with
all employees.
 Be a firm decision maker.
 Develop a concept of team work.
 Integrate the staffs needs and wants
with the organizations interests and
purpose.

15. Conti……..
 Know the uniqueness of each employee.
 Provide the employee the experience and
challenge which give opportunity for
growth.
 When appropriate request participation
and input from all sub-ordinates in
decision making
 Whenever possible give sub-ordinates
recognition and credit.

16. Conti…….
 Be certain that employees understand the
reason behind the decision and action.
 Reward the desirable behavior
 Create a trustful and helping relationship
with the employees.
 Be a role model for employees.

17. Measures taken by the nurse
managers to facilitate nurses
motivation
1. Act as a role model.
2. Develop and maintain good
IPR
3. Develop trust among the
staff.

18. Guidelines for developing trust
 Apply rules equally and consistently.
 Avoid favoring some nurses over some
others.
 Share the information, show respect for
the ideas and options and confidentiality.
 Be supportive

19. Measures taken by the nurse
managers to facilitate nurses
motivation
4. Post each nurse where they can work
best.
5. Use a participative style.
6. Guide, encourage and support continuously.
7. Build a team work.
8. Provide continuing education

20. Motivation Theories
©2005 Prentice Hall
 Focus on the internal
factors that energize and
direct human behavior.
 This theory precede an
opportunity to understand
thought process that influence
behavior.
Adapted from Exhibit 12.2: Motivation Theories
Content Theories Process Theories
Focus
Theories •Equity theory
•Expectancy theory
•Goal-setting theory
•Reinforcement
theory by Skinner
•Maslow’s Need Hierarchy
•Alderfer’s ERG Theory
•Herzberg’s Two-Factor
Theory
•Mc Gregory's theory X and
theory Y.

21. Content Theories of Motivation
 Five needs arranged in a hierarchy of strength
and influence
Need Hierarchy
 Satisfy most basic (prepotent) needs first
 Move to the next level of needs after preceding
needs is satisfied
 Physiological
 Security (safety
 Social (belongingness
 Esteem
 Self-actualization

22. Content Theories of Motivation
by Alderfer
 Three classifications of needs
 Existence
 Relatedness
 Growth
 In an individual, more than one need may be
operative at the same time.
 If a higher need goes unsatisfied than the desire to
satisfy a lower need intensifies.
 When the higher level needs is frustrated; people will
regress to the satisfaction of the lower-level needs
(frustration-regression process)
ERG Theory

23. Maslow’s and Alderfer’s Needs
Theories
Highest-order
needs
Most essential
(prepotent)
needs
Maslow’s Need
Hierarchy Categories
Alderfer’s Needs
Hierarchy Categories
Self-
actualization
Esteem
Belongingness
Safety
Physiological
Growth
Relatedness
Existence
Adapted from Exhibit 12.3: Maslow’s and Alderfer’s Needs Hierarchies Categories

24. Content Theories of Motivation by
Frederick Herzberg
 Motivation factor
 Can increase job satisfaction
 Factors related to doing the job (work itself,
responsibility, personal growth, sense of achievement,
recognition)
 Hygiene factors ( dissatisfiers)
 Can prevent dissatisfaction, but cannot increase
satisfaction
 Factors extrinsic to or surrounding the job
(supervision, relations with co-workers, working
conditions, company policies and practices)
Two-Factor Theory

25. Conti………
 Hygiene factors motivate workers by meeting
the safety and security needs and avoiding the
job dissatisfaction
 E. g: Innovation in employee benefit options
and salary packages, benefit for career
development.
 Motivator factor promote job enrichment by
creating job satisfaction.
 E. g :Autonomous decision making, work
diversifications.

26. Motivators and Hygiene Factors
Adapted from Exhibit 12.4: Herzberg’s Two-Factor Theory: Motivators and Hygiene Factors
Recognition
Achievement Growth
Responsibility
Nature
of the
work
Motivators:
Factors directly
related to doing a
job
Hygiene Factors:
Elements
associated with
conditions
surrounding the job
Job
Relations
with co-
workers
Working
conditions
Benefits
Compensatio
n
Supervision

27. Content theories of Motivation
Mc Grogor’s theory X and Y:-
Assumption of theory X:- employees inherently do not like work
and try to avoid it. They do not take up responsibilities until
some formal directions are issued.
Assumption of theory Y:- Average human beings are willing to
do work and exercise imagination. They are self directing
and self controlled and are committed toward their goal.
On analysis, we can say that X theory is dominant, whereas Y
theory is participant in nature

28. Theory x Theory y
1.Dislikes work
2.Direct to do work
3.Want to avoid
responsibility
4.Believe that achievement
is irrelevant
5.Dull and uncreative
6.Money is reason for
working
7.Lack desire to improve
Work is natural
Self controlled
Enjoy responsibility
Value achievement
Have potential imagination
and creativity
Money is not only one
reason for working
Want to improve quality.

29. Process Theories of Motivation
 Deal with the way different variables combine to influence
the amount of effort people put forth
 Equity theory
 Expectancy theory
 Goal-setting theory
 Reinforcement theory by Skinner

30. Process Theories of Motivation
J . Stancy
 Focuses on individuals’ comparisons of their
own circumstances to those of others
 Persons believe that they are being treated with
equity when the ratio of their efforts to rewards
equals those of others.
Equity Theory

31. Process Theories of Motivation J .
Stancy

32. Process Theories of Motivation
 This theory states that motives depend on
how much people want something and their
estimate of the probability of getting it.
Expectancy Theory By Vroom

33. Process Theories of Motivation
Edwin Locke
 Human action is directed by conscious goals and
intentions
 More challenging (higher or
harder)goals, if accepted,
result in higher levels of effort than
easier goals.
 Specific goals result in higher levels of effort than
vague goals.
Goal-Setting Theory

34. Reinforcement Approaches by
Skinner.
 An employee‘s work motivation is controlled by
conditions in the external environment, that is,
by designing the environment properly,
individuals can be motivated.
 Positive reinforcement
 Negative reinforcement

35. Seven Rules of Motivation
 SET A MAJOR GOAL, BUT FOLLOW A
PATH. The path has mini goals that go in
many directions. When you learn to succeed
at mini goals, you will be motivated to
challenge grand goals .
35

36. MOTIVATIONAL THEORIES FOR
BETTER NURSING
MANAGEMENT
 Need for Power
 The need for achievement
 Need for affiliation
 Increasing the level of training
 Job Design
Koul Jyoti conducted a study on job satisfaction of 126 staff
nurses of different hospitals in J&K State and showed that only
8% were highly satisfied. Maximum satisfaction was found for the
work itself and with the competency of supervision. The areas of
best satisfaction were concerned with material rewards and
individual agency. The older age group and experienced persons
were found more satisfied.

37. MOTIVATIONAL THEORIES FOR
BETTER NURSING
MANAGEMENT
 Positive ReinforcementThe need for
achievement
 Making the staff participate in different activities
Increasing the level of training
 Warmth, support and identity

38. Seven Rules of Motivation
 Finish what you start.
 A half finished project
is of no use to anyone.
Quitting is a habit.
Develop the habit of
finishing self-
motivated projects
38

39. Seven Rules of Motivation
 Socialize with others
of similar interest.
Mutual support is
motivating. We will
develop the attitudes
of our five best
friends. If they are
losers, we will be a
loser. If they are
winners, we will be a
winner. To be a
cowboy we must
associate with
cowboys. 39

40. Seven Rules of Motivation
 LEARN HOW TO
LEARN. Dependency
on others for
knowledge supports
the habit of
procrastination. Man
has the ability to
learn without
instructors. In fact,
when we learn the
art of self-education
we will find, if not
create, opportunity
to find success
beyond our wildest
dreams. 40

41. Seven Rules of Motivation
 HARMONIZE
NATURAL TALENT
WITH INTEREST
THAT
MOTIVATES.
Natural talent
creates
motivation,
motivation creates
persistence and
persistence gets
the job done.
41

42. Seven Rules of Motivation
 Increase knowledge
of subjects that
inspires. The more
we know about a
subject, the more we
want to learn about
it. A self-propelled
upward spiral
develops.
42

43. Seven Rules of Motivation
 TAKE RISK. Failure
and bouncing back
are elements of
motivation. Failure is
a learning tool. No
one has ever
succeeded at
anything worthwhile
without a string of
failures
43

44. Role of manager in motivation
 Role
 Recognize each worker as a unique individual
 Listen attentively to each employee
 Encourage workers to stretch themselves in
an effort to promote self growth.
 Maintain a positive and enthusiastic image as
a role model to sub-ordinates.
 Devote time and energy to create an
environment that is supportive and
encouraging to the discouraged individual.

45. Conti…..
 Use Positive feedback to reward the
individual employee.
 Maintain a unit environment that reduces
job dissatisfaction.
 Create a tension to maintain productivity.
 Clearly communicate the expectations to
the sub-ordinates.
 Demonstrate a sense of
respect,concern,trustand sense of
belonging to the subordinates.

46. Conti……
 Identify achievement,affiiation or power
needs of sub-ordinates and develop
appropriate motivational strategies to
meet those needs.

47. Researches
 Motivation and job satisfaction among medical
and nursing staff in a Cyprus public general
hospital(Persefoni Lambrou, Nick
Kontodimopoulos)
 The objective of this study was to investigate how
medical and nursing staff of the Nicosia General
Hospital is affected by specific motivation factors,
and the association between job
satisfaction andmotivation.
 The survey revealed that achievements was
ranked first among the four main motivators,
followed by remuneration, co-workers and job

48.  Impact of financial incentives on clinical
autonomy and internal motivation in
primary care: ethnographic study
 To explore the impact of financial incentives for
quality of care on practice organisation, clinical
autonomy, and internal motivation of doctors
and nurses working in primary care.
 after the introduction of the quality and
outcomes framework there was an increase in
the use of templates to collect data on quality
of care.

49. 49

50. BIBLIOGRAPHY
 Bhati J. Principles and practices of nursing management and
administration, 2013, 1st edition
 Patronis Rebecca, Nursing Leader and Management theories,
F.A Davis Company, Philedelphia, 2008, 1st edition. Pg 125
 Black, A. E., & Deci, E. L. (2000). The effects of student self-
regulation and instructor autonomy support on learning in a
college-level natural science course: A selfdetermination theory
perspective. Science Education.
 B.T Basvanthapa Nursing Administration, Jaypee Brother’s
Medical Publication Pg no (219-224)
 Blais, M. R., Sabourin, S., Boucher, C., & Vallerand, R. (1990).
Toward a motivational model of couple happiness. Journal of
Personality and Social Psychology, 59, 1021-1031.

51. Cont….
 Chandler, C. L., & Connell, J. P. (1987). Children's intrinsic,
extrinsic and internalized motivation: A developmental study of
children's reasons for liked and disliked behaviors. British
Journal of Developmental Psychology, 5, 357-365.
 Deci, E. L., Koestner, R., & Ryan, R. M. (1999b). The
undermining effect is a reality after all -- Extrinsic rewards,
task interest, and self-determination: Reply to Eisenberger,
Pierce, and Cameroon (1999) and Lepper, Henderlong, and
Gingras (1999).Psychological Bulletin, 125.
 Bessie L. Marquiscaro, Leadership Role and Management
Functions, 6th edition. Lippincott Publishers 2008, Pg no 213-
215)