INTRODUCTION

Motivation is the core management (Likert 1961). Motive

is an inner state that energizes, activates, or moves and that
directs behaviour toward goals (Berelson 1964). The
success of any organization depends on the ability of
managers to provide a motivating environment for its
employees. The manager has to know the behaviour of
each employee and what might motivate each one
individually.
INTRO......

By understanding employee’s needs, managers can

understand what rewards to use to motivate them. To
motivate others is the most important of management
tasks. It comprises the abilities to communicate, to set
an example, to challenges, to encourage, obtaining
feedback, to involve, to delegate, to develop and train,
to inform, to brief and to provide a just reward.
DEFINITION OF MOTIVATION

Motivation can be defined as a process which begins

with physiological or psychological need or
deficiency which triggers behaviour or a drive that is
aimed at a goal or an incentive.
(Fred Luthans, 2005)
Definiti........

 Motivation is the process of stimulating people to

action to accomplish desired goals.
(WG Scott)
 Motivation refers to the way in which urges, drives,
desires, aspirations, and strivings or needs direct or
explain the behaviour of human beings.
(Mc Farlands DE)
NATURE OF MOTIVATION

1. Motivation is a psychological concept. It is concerned

with the intrinsic forces operating within an individual,
which impel him/her or act or not to act in a particular
way.
2. Motivation is a dynamic and continuous process as it
deals with human being, which is an ever changing entity
modifying itself every moment.
3. Motivation is a complex and difficult function.
4. Motivation is a circular process. Feeling of an unsatisfied
need causes tension and an individual takes action (drive)
to reduce this tension.
5. Motivation is different from satisfaction. Motivation is the
process of stimulating an individual or a group to take
desired action.
6. Motivation is the product of anticipated value from a
given course of action and the perceived probability that
the action will lead to these values.
MOTIVATION APPROACHES

1. Be Strong Approach
2. Be Good or Paternlistic Approach
3. Efforts Reward Approach
APPROACHES......

1. Be Strong Approach: Traditionally, management has

resorted to be strong. This form of motivation in enterprise
emphasizes authority and economic rewards. This rewards
strategy consists of forcing people to work by threatening to
punish or dismiss them or to cut their rewards, if they do
not work.
To prevent people from going away from the work,
there must be close supervision; management must
spell out every rule and given the workers the
narrowest range for discretion. This approach paid off
fairly well in early days of industrial revolution.
2. Be Good or Paternlistic Approach: This approach
is a substitute for be strong applied by many
managements. The essence of this approach is
conferring of various rewards on the organization
members in hope of increasing the productivity due
to gratitude or loyalty to the organization.
Be good approach or paternalism may fail to achieve
its purpose. Paternalism may create resentment rather
than gratitude because some people do not like to feel
dependent on others. They prefer to decide for
themselves what they want.
3. Efforts Reward Approach: The third strategy tries to
establish and relationship between efforts and rewards.
Reward in this approach is considered to be a function of
efforts put into reaches the standard set by the
management. Individual wage incentives and promoting
individuals on the basis of accomplishment are the
manifestation of this approach. This approach may also be
called monistic approach because it assumes that people
work for money.
Motivation process

Motivation process has three components: direction,

efforts and persistence. It starts from the arousal of need
that leads to creation of tension. This tension also creates
drives and attitudes regarding the type of satisfaction
that is desired.
This leads a person to venture into the search of
information. This ultimately leads to evaluation of
alternatives where the best alternative is chosen. After
choosing the alternative, an action is taken. Because
of the performance of the activity satisfaction is
achieved which then relieves the tension in the
individual and start with new need.
Types of motivation

1. Extrinsic Motivation: This is a type of motivation that

is received from external environment. It has to do with
the incentives. It comes from outside of the performer.
Money, popularity, grading, trophies, competition but
coercion, threat from punishment is common examples
of extrinsic factors.
2. Intrinsic Motivation: This is the actual self motivation;
it originates from within the heart of the person. It is inner
gratification and feeling of fulfilment, rather than just
achieving goal. Two important motivating factors are –
recognition and responsibility. Recognition means being
appreciated, being treated with respect and dignity, feeling
of sense of belongingness. Responsibility gives a person a
feeling of belonging and ownership.
3. Affiliation: This type of motivation is a drive that relate
to staff on a social basis. This is strong desire to associate
with different types of employees in social matters.
4. Competence Motivation: This allows the staff to
perform high quality work. The staffs are motivated to
solve the problems and strive to be skilful and creative.
They learn from their experiences.
5. Achievement Motivation: In this type of motivation, the
staff is concerned for more and more achievements and
accomplishment. She wishes to achieve objectives and
climb up on the ladder of success.
6. Fear Motivation: The staff gets motivated by known or
unknown fear and act contrary to her original intension. It
is good to accomplish the work quickly but for short time
not always.
7. Incentive Motivation: This is the motivation that arises
due to incentives, rewards to do the particular work.
8. Attitude Motivation: It signifies the way the nurses
perceive the future and their reaction regarding the past
occurrences.
9. Power Motivation: It s very strong drive to influence the
nurses and to bring out the changes in the organization.
Motivation and performance

Work performance depends on the level of motivation

which stimulates them to come to work regularly, work
diligently, and be flexible and willing to carry out
necessary tasks. The performance and quality of health
system depends on the quality and motivation of health
human resources.
 Therefore nurse’s motivation is likely to have effect
on the delivery of health services and the outcome of
care and performance of work. Low motivation and
poor job satisfaction has negative impact on health
sector, harmfully affecting the job performance as
well as quality of patient care.
factors influences nurses motivation

1. Hygiene and Motivational factors: Hygiene factors are

those factors whose presence need not motivate but whose
absence will demotivate. He also calls them maintenance
factors or dissatisfiers. Hygiene factors include
organizational policy and administration, technical
supervision, pay relationship with the supervisors,
relationship with subordinates, and relationship with
peers, job security, personal life and working conditions.
2. Valence, Expectancy and Instrumentality: Motivation
as a product of three factors namely, valence which
denotes how much one wants a reward, expectancy
which is nothing but an employee’s estimate of the
probability that effort will result in successful
performance and instrumentality, which defines an
employee’s estimate the performance will result in
receiving the reward.
3. Self-esteem, job enrichment: Self-esteem at
organizational level breeds a population of motivated
individual with organizational commitment. Nurses who
have managers who can communicate to them their
trustworthy status and value in the organization will
have high levels of self-esteem.
4. Attribution: is another factor by which nurses interpret
and assign causes for their own and other’s behaviour in
an organization. There are two types of attributions,
namely, dispositional attribution, that describe a nurse’s
behaviour to internal factors such as personality traits,
motivation or ability and situational attributions that
describe a nurse behaviour to external factors such as
equipments, work environment or social influence.
Theoretical models of motivation
 MARS Model of individual Behaviour
The MARS model of individual behaviour is an excellent
medium for creating the win-win relationship between the
employer and employees. MARS model is a model that
explains individual behaviour as a result of internal and
external factors or influences acting together.
The name of the model is an acronym of the of the four
major factors that have an effect on employee performance:
motivation, abilities, role perception and situational factors;
individual values, personality, perception, attitudes and
stress form a basis on which the factors are highly
interrelated in organizations. Unless all the elements of the
MARS model are satisfied, employee behaviour and
performance will be affected and negatively impacted.
Four drive model of Employee’s
Motivation
 Acquire and Achieve: This drive is the most important
to motivate the employees. Typically these are extrinsic
rewards such as pay, bonus etc. and intrinsic rewards
such as a sense of achievement.
 Belong and Bond: This drive is to create positive
personal relationship with others at the workplace and
that can lead to a feeling of love and belongingness.
 Challenge and Comprehend: This drive is to
understand how to fit in, what things mean, how to
solve and overcome challenges and make meaningful
contributions.
 Define and Defend: This drive to define is activated
when a belief, team or an organization we associate is
threatened.
Motivational theories

Hierarchy needs of Abraham Maslow’s Theory of

Needs: Abraham Maslow proposed theory called
hierarchy of needs theory. Maslow believed that within
every individual, there exists a hierarchy of five needs
and that each level of need must be satisfied before an
individual pursues the next higher level of need. The five
levels of needs, according to Maslow are:
 Physiological needs: Theses needs are essential to
sustain life include food, water, air and sleep. According
to Maslow’s theory, if these needs are not met, then all
other needs will not felt or be a source of motivation.
 Safety Needs: This refers to the need to feel safe from
physical and emotional harm. These needs include
medical insurance, job security, financial reserves.
 Social Needs: Theses needs are concerned with social
interaction with others. The individual needs to feel a
sense of belonging, affection, acceptance and friendship.
 Esteem needs: Esteem is concerned with the feelings of
self-confidence derived from achieving something and
the sense of belonging. Esteem needs may be classified
as internal or external. Internal esteems are these related
to respect and achievement.
External esteem needs are those such as social status and
recognition that comes with the achievement.
 Self-actualization needs: This level of needs is
concerned with achieving ones full potential and dreams.
Unlike lower level needs, this need is never fully
satisfied, as one grow psychologically these are always
new opportunities to continue to grow. These needs are
truth, justice and wisdom.
ERG (Existence, Relatedness, and Growth) Theory:

 Existence: refers to basic material existence motivators.

Physiological and safety needs such as hunger, thirst and
safe condition are the example of existence.
 Relatedness: refers to the motivation for maintaining
interpersonal relationship. Social and external esteem
needs such as involvement with family, friends, co-
workers and employers are the example of this concern.
 Growth: it refers to an intrinsic desire for personal
development. Internal esteem and self-actualization
needs such as the desire to be creative, productive
and to complete meaningful tasks are related to
growth.
TWO-FACTOR THEORY OF FREDRICK HERZBERG

1. Hygiene factors: This includes organizational policies,

supervision, working conditions, salary and safety and
security on the job. Examples would be when people feel
they are not paid enough, don’t like their supervisors are
not happy about their working conditions or are insecure
in their jobs.
However if the maintenance factors are satisfactory
that is their pay and other working conditions are
good they only maintained current level of
production and efficiency.
2. Motivator factors: Theses are factors that are
intrinsic to the job, such as achievement, recognition,
interesting responsibilities and advancement and
growth opportunities.
ACQUIRED-Needs Theory of David McClelland’s

1. Need for achievement (nAch)

 Achievers seek to appreciate frequent recognition of how
well they are doing
 They prefer working alone than in group.
 They will avoid high risks where there is significant
chance of failure.
 They set moderate, realistic and achievable goal.
2. Need for affiliation: affiliation seekers look for
harmonious relationships with other people
 They tend to conform and shy away from standing out.
 They seek approval rather than recognition
 They support others and try to smooth out conflicts
 They try to project a favourable self-image.
 They enjoy lots of social activities.
3. Need for Power: Power seekers want power either to
control other people or achieve higher goals.
 They seek to make more suggestions in meetings
 They seek to help others, such as improving society or
increasing organizational effectiveness.
 They enjoy competition and winning and do not like to
lose.
 They are willing to confront others.
DRIVE REDUCTION THEORY:

 One of the earlier theories of motivation was the drive

reduction theory. It was proposed by Clark hull.

 This theory proposes that organisms experiences the

arousal of a drive when an important need not satisfied,
and they engage in behaviour to reduce the arousal and
satisfy the need
 Primary drives are those that motivate the organism to
fulfil some basic need necessary for its survival such
as hunger, thirst or sex.
 An important component of the drive reduction theory
is homeostasis. The term homeostasis refers to a state
of balance or equilibrium necessary in many
physiological systems.
 Primary drives are biological drives necessary for
personal and species survival. Acquired drives develop
through learning.
COGNITIVE THEORY

1. A cognitive theory emphasizes some sort of understanding

or anticipation of events through perception, thought or
judgment as in the estimation of probabilities or in making
choice on the basis of relative value.
2. Any organism with memory is capable of recognizing
some similarity between the present and the past and
hence is able to form some sort of experience with regard
to the consequences of its behaviour.
3. According to cognitive theory, motivated goal
seeking behaviour comes to be regulated by these
conditions, which are based on the past, modified by
circumstances of the present and includes expectation
about the future.
EXPECTANCY THEORY:

1. Expectancy theory emphasizes the importance of

rewards and goals as well as how person’s expectations of
consequences can influence his/her behaviour. This
theory stresses pull rather than push.
2. According to expectancy theory, the hunger drive is only
part of the reason; a hunger rat is motivated to find its
way through a maze. It is also motivated because of
previous learning experiences in which it has come to
expect a bit of food at the end.
3. Motivation is composed of two major features:
a) The valence or attractiveness of the goal.
b) The expectancy or the likelihood that its behaviour will
lead to the goal.
4. A simple way of explaining the expectancy theory is to
say that; motivation= valence X expectancy. The actions
that hunger people take to satisfy their hunger depend
very much on valence and expectancy.
HOW TO CREATE MOTIVATING
CLIMATE
 Motivate yourself before you Motivate your
subordinates: Explore yourself and consider what motivate
the subordinates. Understand their feelings and support
them so that they will be motivated to do the work.
 Keep organizational goals with individual goals: Nurse
Managers and supervisors should know what they want
from their subordinates. Those should be based on goals for
the organization.
 Know the motivators of your subordinates: Each staff
is motivated by different things. Find out what it is that
really motivates each of the subordinate by asking them,
listening to them and observing them.
 Appreciation: Show verbal praise immediately after any
staff completes her work/project successfully. It should
be specific and honest.
 Transparency: Create an atmosphere of transparency.
All the staff should be treated equally and informed
about the decision in order to avoid any ill feeling
among the staff.
 Rewards: Encourage an atmosphere of healthy
competition among the staff, so that they should be
motivated to put their best in the department.
 Management loyalty: Be loyal to your staff and then
only they will be loyal to you.
 Good infrastructure: Try to provide good work
environment where the staff can work, relax and also have
fun that really enhance the quality of work and nurses
satisfaction.
 Have one-on-one meeting with each staff: Staffs are
motivated more if you show concern towards them and give
attention. Get to know their families, their hobbies etc.
Have individual meeting with them.
 
CONCLUSION
 Motivation influences many aspects of life and helps
explain different causes of behaviour. It aids survival,
accounts for variation in any individual’s behaviour and
guides the actions. Motivation operates in cycle.
Motivation drives the human beings to reach their goals
and organization goals through every challenge and
constraint they face in their workplace, considering it as
an advantage to go ahead in the direction they have put
for themselves. The need of achievement always results
in a desire to do extra effort to have something done
better and have the desire for success.