The document discusses several theories of motivation that can be applied to managing employees and nurses. It describes Maslow's hierarchy of needs, Herzberg's motivators and hygiene factors, Vroom's expectancy theory, McClelland's need for achievement, affiliation and power, and McGregor's Theory X and Theory Y. The manager chooses these theories to understand what motivates employees in order to increase productivity. Maslow's hierarchy identifies physiological, safety, social, esteem and self-actualization needs that managers can help fulfill through compensation, benefits, recognition and challenging work.

1. Motivational Theory

2. Describe Maslow’s theory & other theories related to
management.
How these theories applicable in managing
people/nurses.
Why you choose such theory in management
Reflect your experience in ward

3. Maslow’s theory
Maslow (1970) believed that people are motivated to
satisfy certain needs, ranging from basic survival to
complex psychological needs, and that people seek a
higher need only when the lower needs have been
predominantly met.

4. Maslow's Hierarchy of Needs Chart

6. Skinner: skinner’s (1953) research on operant
condition and behavior modification demonstrates
that people can be conditioned to behave in a certain
way based on a consistent reward or punishment
system.
Herzberg (1977): Herzberg maintained that
motivators, or job satisfiers are present in the work
itself and encourage people to want to work a d to do
that work well. Hygiene or maintenance factors keep
that worker from being dissatisfied or demotivated
but do not act as true motivator.

7. Herzberg’s motivators and Hygiene Factors
Motivators Hygiene Factors
Achievement
Recognition
Work
Responsibility
Advancement
Possibility for growth
Salary
Supervision
Job security
Positive working condition
Personal life
Interpersonal relationships
Company policy
status

8. Vroom (1964): Vroom’s expectancy model says that
people’s expectations about their environment or a
certain event will influence their behavior.
McClelland (1971): McClelland’s studies state that all
people are motivated by three basic needs:
achievement, affiliation, and power.

9. Gellerman (1968): Gellerman states that most
managers in organizations over manage, making the
responsibilities too narrow and failing to give
employees any decision – making power to stretch
them often enough.
McGregor(1960): it shows the importance of a
manager;s assumptions about workers on the intrinsic
motivation of the worker. These assumption; Theory
X and Theory Y.

10. McGregor’s Theory X and Theory Y
Theory X Employees Theory Y Employees
Avoid work if possible
Dislike work
Must be directed
Have little ambition
Avoid responsibility
Need threats to be motivated
Need close supervision
Are motivated by rewards and
punishment
Like and enjoy work
Are self –directed
Seek responsibility
Are imaginative and creative
Have underutilized intellectual
capacity
Need only general supervision
Are encouraged to participate in
problem solving

11. Alderfer’s ERG Theory
Clayton Alderfer's ERG (Existence, Relatedness,
Growth) theory, collapses Maslow's five levels of
needs into three categories. Existence needs,
Relatedness need and Growth needs.

12. Why you choose such theory in
management?
Because motivation influences productivity, manager
need to understand and motivate employee.
Motivation is driving force within individuals, thus
the manager (motivator) should influence factors that
motivate employees to gain higher levels of
productivity.
Motivation theories are important to managers in
attempting to be effective leaders.

13. Maslow’s hierarchy of Needs identifies five levels of
needs.
Level one consist of physiological needs which are the
most basic human needs. They included food water
and comfort. This helps to satisfy the employees
physiological need by a pay check.
Level two is safety need which are the desire for
security and stability, to feel safe from harm. Helps to
satisfy employees need by benefits.

14. Level three – social needs, desires for affiliation . they
include friendship and belonging. The manager can
help fulfil social needs by showing direct care and
concern for the employees
 Level four - esteem needs, desires for self-respect and
respect or recognition from others. Helps to satisfy
employees' esteem needs by matching the skills and
abilities of the employee to the job. Manager can help
fulfill esteem needs by showing workers that their
work is appreciated.

15. Level five - self-actualization needs, desires for self-fulfillment
and the realization of the individual's full
potential. Manager can help fulfil self-actualization
needs by assigning tasks that challenge employees'
minds while drawing on their aptitude and training.

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