Chapter-4 Health Professionals Motivation: Zemichael WG

Chapter-4

Health Professionals
Motivation

 Zemichael Wg.

1
Session objectives
At the end of this session you should be able to
Define work motivation
Explain the relationship between motivation and
performance
Describe the different theories of work motivation
Explain how health care professionals are different
2
Definition
“Motivation refers to the energy a person is
willing to devote to a task.
A person who is highly motivated
will start work sooner and leave work later relative to
someone who is unmotivated, and
may come in on weekends to finish up tasks that were
left undone during the week.”
Wagner & Hollenbeck, 2010
3
Definition…
Scot defined motivation as “a process of stimulating people to action to
accomplish desired goals”.

Mc Farland has defined “motivation as the way in which urges, drives,
desires, aspirations, striving needs direct, control or explain the behavior

of human beings”.
4
Definition…
“Motivation is inner burning passion caused by
needs, wants and desires that propels an individual
to exert physical and mental energy to achieve
desired objective”.
Kondalkar, 2007
Motivation can be defined as the processes that

account for an individual's intensity, direction and
persistence of effort toward attaining a goal
5
Definition…
Work motivation
“the psychological forces within a person that
determine the direction of that person's behavior
in an organization, a person’s level of effort and a
person’s level of persistence in the face of
obstacles”
George and Jones, 2008
6
Definition…
Extrinsically motivated work behavior is behavior that
is performed to acquire material or social rewards or to

avoid punishment
Intrinsically motivated work behavior is that is
performed for its own sake: the source of motivation

actually comes from performing the behavior itself in
other words.
7
Characteristics of Motivation
Motivation is a psychological phenomenon
Motivation is a continuous process
Motivation is caused due to anticipated perceived
value from an action
There are unsatisfied needs. A person remains
disturbed till they are satisfied.
Individual is motivated by positive motivation. It
refers to incentives offered by the organization to
achieve efficiency.
8
Characteristics…
9
Importance of Motivation
High level of performance
Low employee turn over and

absenteeism
Acceptance of organization change
Organizational image
10
Myth about motivation
Myth 1. Motivated workers are more
productive
Motivation should not be confused with

performance
People can be highly motivated but still

perform poorly.
There are several factors for performance

ability, situational variables, availability of
resources
11
Myth about motivation…
Worker performance is a
consequence of three factors (Bennett
S and Franco LM (1999):
The ability of staff to do their job: ("can

do" factors);
The motivation of staff to put in effort to

do the job (the ability or "will do" factors);
The organizational support or opportunity

to do the job well.
12
Myth 2. Some people are just
motivated and others are not
If this is the case managers have to do

little to influence motivation and
behavior.
Motivation is more specific to

situations & influenced by factors in an
individuals environment than it is a
stable personality trait (Kanfer, 1990).
13
Myth 3. Motivation can be mass
produced
In order to motivate people effectively,

managers need to treat them as individuals
They have to consider individuals and

situational difference like
 Job position or occupation
 Career stages
 Personal factors
14
Myth 4. Money makes the world “go
round”
Too often managers think only of money

when trying to motivate workers
Fortunately, money is not always the

most important motivator: It seldom is.
15
Factors affecting Motivation
1. individual level factors
2. extrinsic level factors
16
Individual Determinants
 Workers’ individual needs,
self-concept, and
expectations for outcomes and/or consequences
are some of the more important individual-level
determinants of work motivation,
These determinants coupled with the individual
worker’s technical and intellectual capacity to
perform and
17
Organizational and System Level Determinants
As work motivation is a transactional process, a

worker’s motivation is contingent upon the organizational
context in which the worker is situated.
organizational structures, processes and organizational
culture, as
well as information about organizational performance and
results will contribute to the motivational processes
occurring at the individual level.
HRM like worker performance, measure, direct feedback
from supervisors and
community, or rewards or punishments for work behavior
18
Theories of motivation
Content theories
 Maslow’s Theory of Need Hierarchy
 Motivation and Hygiene Two Factor Theory
 ERG Theory
Process theories
 Expectancy theory (Vroom, 1964)
 Equity theory(Adams, 1965)
 Goal setting theory(Latham & Locke, 1979)
19
Content theory of motivation
The purpose of behavior is to satisfy needs
A need is anything that is required, desired,

or useful.
A want is a conscious recognition of a

need.
The assumption is that individuals are

motivated by the desire to fulfill inner
needs.
Content theories focus on the needs that

motivate people
20
21
22
Herzberg’s two factor theory
23
Process theories
Focus on how individuals’ expectations
and preferences for outcomes influence
performance
focuses on how employees decide
which specific behaviors to perform and
how much effort to exert.
is concerned with how employees make
choices among alternative behaviors
and levels of effort.
24
Expectancy theory
Theorized that not only are people driven by their
needs but they also make choices about what
they will and will not do to fulfill their needs based
on 3 conditions
The person must believe that effort to perform at a

particular level will make the desired performance or
behavior more likely
The desired performance or behavior must lead to

some concrete outcome or reward
The person must value the outcome
25
Expectancy theory…
Four central components:
1. Job Outcomes
Includes rewards (promotions, pay increase, etc.) and
negative experiences (job loss, demotion, etc.)
2. Valences
The desirability of an outcome to an individual – can
be high or low and positive or negative
3. Instrumentality
is an employee's perception about the extent to which
performing certain behaviors or performing at a
certain level will lead to the attainment of a particular
outcome.
4. Expectancy
Perceiving link between effort and performance
26
Expectancy theory…
In trying to decide what to do and how hard to do it,
employees ask themselves questions such as these:
Will I be able to obtain outcomes I want? (Is the

valence of outcomes that the organization provides
high?)
Do l need to perform at a high level to obtain these

outcomes? (Is high performance instrumental for
obtaining these outcomes?)
If I try hard, will I be able to perform at a high level? (Is

expectancy high?)
27
28
Equity theory
Equity - perception of fairness
Individuals seek equity, or fairness,

in their relationships with
employers
Relationships are considered ‘fair’

when an individual perceives
his/her output (ex. Salary) to be
proportionate to their personal
inputs (ex. Performance).
29
30
Equity…
Individuals judge this ‘fairness’ based

on the output/input ratio of his/her
peers.
Employee methods to reduce tension:
Change their input/output
Alter their perceptions of their or others’

outputs/inputs
Convince others to change their input/out
Leave the situation altogether

31
Equity…
 Manager methods to reduce tension:
Explain the differences between jobs, or

other conditions that make it necessary
for others’ outputs to be different
Possibly alter an individual’s output

through either financial or non-financial
means
32
Goal setting theory
The more difficult and specific the goal, the
greater the motivation to attain it.
.
A goal that is too easy or too vague, such as “do
your best”, provides little motivation.
However, a goal that is too difficult also provides
little motivation
33
Reinforcement Theory
Reinforcement theory proposes that a
person engages in a specific behavior
because that behavior has been
reinforced by a specific outcome.
Positive reinforcement
 Extinction
Negative reinforcement
 Punishment
34
Effects of methods of reinforcement
35
Theory X and theory Y
36
Motivation of Health Care
Professionals
Professionals are distinct from others

because:
They have undergone a rigorous process of
selection and licensure to become a ‘professional’
Their work is based on codified (often

scientifically-based) knowledge and standards
They adhere to a service-focused code of ethics
Most importantly, they are highly autonomous and

control their own activities.
37

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Chapter-4

accomplish desired goals”.

desires, aspirations, striving needs direct, control or explain the behavior

Motivation can be defined as the processes that

is performed to acquire material or social rewards or to

performed for its own sake: the source of motivation

Low employee turn over and

Acceptance of organization change

Motivation should not be confused with

People can be highly motivated but still

There are several factors for performance

The ability of staff to do their job: ("can

The motivation of staff to put in effort to

The organizational support or opportunity

If this is the case managers have to do

Motivation is more specific to

In order to motivate people effectively,

They have to consider individuals and

Too often managers think only of money

Fortunately, money is not always the

As work motivation is a transactional process, a

A need is anything that is required, desired,

A want is a conscious recognition of a

The assumption is that individuals are

Content theories focus on the needs that

The person must believe that effort to perform at a

The desired performance or behavior must lead to

The person must value the outcome

Will I be able to obtain outcomes I want? (Is the

Do l need to perform at a high level to obtain these

If I try hard, will I be able to perform at a high level? (Is

Individuals seek equity, or fairness,

Relationships are considered ‘fair’

Individuals judge this ‘fairness’ based

Employee methods to reduce tension:

Change their input/output

Alter their perceptions of their or others’

Convince others to change their input/out

Leave the situation altogether

Explain the differences between jobs, or

Possibly alter an individual’s output

Professionals are distinct from others

Their work is based on codified (often

They adhere to a service-focused code of ethics

Most importantly, they are highly autonomous and

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