INTRODUCTION

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.
DEFINITION
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 luthns, 2005)
Motivating force is a need that comes from within an individual, e.g. to make a living, gain status and
respect or to remove a source of frustration
(Review of Maslow‘s Hierarchy of Needs).
“Motivation refers to the way in which urges, drives, desires, aspirations, striving or needs direct, control
or explain the behavior of human beings.”
(Dalton E. McFarland)

CONCEPT OF MOTIVATION
A need must be felt by an individual in such a way that it drives him or her to satisfy it.The force
underlying this behaviour may be called motivation.This force may vary depending upon the intensity and
importance of the need to the individual.
Peoples behaviour is determined by what motivates them.Their performance is a product of both ability
level and motivation.
NEED FOR MOTIVATION:
The nurse manager must realize that nurses have different personalities, work habits, and what motivates
one nurse may not motivate others. Meanwhile, some nurses are skilled, confident, and capable of self-
direction and seem to motivate themselves, while other nurses lack self-confidence; they do their jobs
poorly and have little motivation. The nurse manager is responsible to motivate the second group and to
improve their performance.
Researchers have revealed that job performance is the result of the interaction of two variables; the ability
to perform the task and the amount of motivation.
Job Performance = Ability + Motivation.
Job dissatisfaction:
Job dissatisfaction contributes to higher turnover rates and decreased productivity and considerable time
and money are required to recruit and select a replacement for someone who leaves the organization, it also
takes time to socialize new employee to the organizational culture, which is expensive time, besides that,
other employees will need to carry more load to cover the needs, and at last the kind of interruptions that
results from the loss of this employee.
For all those reasons the manager should be concerned about job satisfaction of employee, and to do that
there is a need to look at the different theories.
TYPES OF MOTIVATION
1) Intrinsic motivation: Refers to motivation that comes from within the person, driving him or her to be
productive. It is related to a person‘s level of inspiration. The motivation comes from the pleasure one gets
from the task itself or from the sense of satisfaction in completing or even working on the task rather than
from external rewards.

2) Extrinsic 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. The rewards provide a satisfaction and
pleasure that the task itself may not provide. An extrinsically motivated person will work on a task even
when they have little interest in it because of the anticipated satisfaction they will get from the reward. e.g.
- reward for a student would obtain good grade on an assignment or in the class.
Other types are
1) Achievement motivation It is the drive to peruse and attain goals. An individual with achievement
motivation wishes to achieve objectives and advance up the ladder of success. Hence, accomplishment is
important for his/her own sake and not for the rewards that accompany it.
2) Affiliation motivation it is a drive to relate to people on a social basis. Individuals with affiliation
motivation perform work better when they are complimented for their favorable attitude and co-operation.

3) Competence motivation It is the drive to be good at something, allowing the individual to perform high
quality work. 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. Power
motivated people wish to create an impact on their organization and are willing to take risks.

4) Attitude motivation Attitude motivation is how people think and feel. It is their self-confidence, their
belief in themselves and their attitude to life. It is how they feel about the future and how they react to the
past.

5) Incentive motivation it is where the people are motivated through external rewards. Here, a person or
team reaps a reward from an activity. It is the type of rew ards that drive people to work harder.
6) Fear motivation Fear motivation coercions a person to act against will. It is instantaneous and gets the
job done more quickly. Fear motivation is helpful in the short run.

Nature of motivation
Unending process: human wants keep changing & increasing.
A psychological concept: deals with the human mind.
Whole individual is motivated: as it is based on psychology of the individual.
 Motivation may be financial or non-financial: Financial includes increasing wages, allowance,
bonus, etc.
Motivation can be positive or negative: positive motivation means use of incentives –
Financial or non-financial. E.g. of positive motivation: confirmation, pay rise, praise etc. Negative
motivation means emphasizing penalties. It is based on force of fear. Egg. Demotion, termination.
Motivation is goal-oriented behaviour.
Motivation is an internal feeling of an individual. It can‘t be observed directly; we can observe an
individual‘s action and interpret his behavior in terms of underlying motives. This leaves a wide
margin of error. Our interpretation may not reveal the individual‘s true behavior.
Motivation is a continuous process that produces goal directed behavior. The individual tries to
find alternatives to satisfy his needs.
Motivation is a complex process. Individual may differ in their motivation even though they are
performing the same type of job. For example, if two men are engaged in cutting stones for
constructing a temple, one may be motivated by the amount of wages he gets and the other by the
satisfaction he gets by performing the job.

COMPONENTS OF MOTIVATION
Motivation comprises of three main components:
 Direction
 Effort
 Persistence
We start off by deciding what we want, which is our direction as we know where we want to go and what
we have to achieve. Then we make an effort towards our goal. We start to do things and we continue our
making the efforts for some time and give it everything that we have. Now comes the part where we have
to be persistent with our efforts and keep doing them.
SOURCES OF MOTIVATION
1) Internal or push forces:
 Needs
 For security
 For self-esteem
 For achievement
 For power
 Attitudes
 About self
 About job
 About supervisor
 About organization
 Goals
 Task completion
 Performance level
 Career advancement
2) External or pull forces:
a. Characteristics of the job
 Feedback
 Amount
 Timing
 Work load

 Tasks
 Variety
 Scope
 Discretion
 How job is performed
b. Characteristics of the work situation
 Immediate Social Environment
 Supervisor(s)
 Workgroup members
 Subordinates
 Organizational actions
 Rewards & compensation
 Availability of training
 Pressure for high levels of output

REQUISITES TO MOTIVATE
 We have to be Motivated to Motivate
 Motivation requires a goal
 Motivation once established, does not last if not repeated
 Motivation requires Recognition
 Participation has motivating effect
 Seeing ourselves progressing Motivates us
 Challenge only motivates if you can win
 Everybody has a motivational fuse i.e. everybody can be motivated
 Group belonging motivates.
In the initiation, a person starts feeling lack nesses. There is an arousal of need so urgent, that the bearer
has to venture in search to satisfy it. This leads to creation of tension, which urges the person to forget
everything else and cater to the aroused need first. 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
than relieves the tension in the individual.
FACTORS INFLUENCING MOTIVATION OF NURSES
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 nurses
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.
The success of a health care organization depends on the establishment of a workplace that will ignite
nurse's commitment or in other words, nurse's motivation. Thus, motivation is the key in a health care
facility involves a deep understanding of the factor for nursing organizational success. Managerial planning
in a health care facility involves a deep understanding of the motivational drives of the nurses and
understanding motivational drives in turn involves a deep study of the factors influencing understand the
"definite causes" based on operational needs in an analytical fashion. These factors are:
Hygiene and Motivational Factors
Herzberg (1959) recognizes two separate sets of factors that influence motivation of the workers in an
organization namely the Hygiene factors 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 superiors, relationship with the subordinates, relationship with the peers, job security,
personal life, status and working conditions. Motivational factors are also known as satisfiers which
motivate. They are Work itself, Achievement, Recognition, Advancement, Growth and Responsibility
Valence, Expectancy, and Instrumentality
Vroom (Fred Luthans, 2005),views motivation as a product of three factors namely, Valence, which
denotes how much one wants a reward, Expectancy, which is nothing but an employees estimate of the
probability that effort will result in successful performance and Instrumentality, which defines an
employee's estimate that performance will result in receiving the reward. Thus, it is important for health
care organizations to motivate their nurses by recognizing the rewards, the nurses value the most and not
on the rewards the managements offer.
Self Esteem, Job Enrichment
Self esteem at organizational level breeds a population of motivated individuals 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.
Attribution
Attribution (Fred Luthans, 2005) is another factor by which nurses interpret and assign causes for their own
and other's behavior in an organization. There are two types of attributions, namely; Dispositional
attribution, that describe a nurse's behavior to internal factors such as personality traits, motivation or
ability and Situational attributions, that describe a nurse's behavior to external factors such as equipments,
work environment or social influence. Successful management is all about breeding a population of nurses
who attribute their behavior to internal rather than external factors.
CAUSES OF DE-MOTIVATION
Following are the causes of demotivation for nurses at their workplace
Workplace Hazards
There are many risks in healthcare that have the potential to cause serious injury. One of the most common
risks healthcare professionals, including nurses may encounter sharp injuries Some of these injuries can
expose nurses to blood borne infections that are potentialy lfe threatening, such as Human
Immunodeficiency Virus (HIV) Hepattis B Virus (HBV), and Hepatitis C Virus (HCV) .
Shift Duty Pattern and Long Working Hours
Work patterns of long working hours can also affect nurses social life. As nurse often has less time to be
spent with loved ones. This can lead to impared relationships. Lack of quality interaction with friends and
family also increases the risk of isolation and loneliness. Shift workers may also experience difficulty in
accessing adequate childcare services and care. Long working hours has effect on family and social life of
the nurses.
Night Duty
On average, shift staff get two to four hours less than the recommended eight hours of sleep in twenty-four
hours. The body normally follows a 24-hour cycle called the circadian hythm. This cycle regulates
sleeping, waking, digestion, secretion of adrenalin, body temperature, pulse and many other important
aspects of body functions. If a person akers his or her activity patterns, these rhythms can go out of sync,
leading to disorientation and feelings of fatigue. Nurses need to increase awareness of shift work'seffect on
performance and patient safety.
Shortage and Turnover
Shortage and turnover may lower quality and productivity of nursing care, due to loss of work group
efficiency and organizational performance.
Feeling of Underpaid
This is another factor for de-motivation among nurses. Though the government has increased the pay
structure of the nunes which is very important for the nurses to retain in the hospitals .
Lack of Recognition and Appreciation
Many people think that a nursing degree is not as respected as a medical profession, though they take care
of the patients and do a fairly a large amount of work So lack of appreciation can have a negative effect on
stress and job satisfaction of the nurses and could adversely Influence staff turnover.
General Demotivating Factors
The general demotivating factors are:
 Unfair and negative criticism- .
 Public humiliation
 Rewarding the nonperformers
 Failure or fear of failure
 Success that leads to compliance
 Lack of measurable objectives .
 Low self esteem
 Lack of priorities
 Negative self talk .
 Office politics
 Unfair treatments
 Poor standards
 Frequent change
 Responsibility without authority.

CREATING A MOTIVATING CLIMATE

As the organization has an impact on intrinsic and extrinsic motivation, it is important to examine
organizational climates or attitudes that influence workers morale and motivation. Employees want
achievement, recognition and feedback, the opportunity to assume responsibility, a chance for
advancement, fairness, good leadership, job security and acceptance and adequate monetary compensation.
All these create a motivating climate and lead to satisfaction in the work place. e.g. nurses who experience
satisfaction stay where they are, contributing to organization‘s retention.

STRATEGIES TO CREATE A MOTIVATING CLIMATE

1. Have a clear expectation for workers and communicate effectively.
2. Be fair and consistent when dealing with all employees.
 3. Be a firm decision maker.
4. Develop a team work/team spirit.
5. Integrate the staffs needs and wants with the organization‘s interest and purpose.
6. Know the uniqueness of each employee.
7. Remove traditional blocks between the employee and the work to be done.
8. Provide opportunities for growth.
9. Encourage participation in decision-making.
10. Give recognition and credit.
11. Be certain that employees understand the reason behind decisions and actions.
12. Reward desirable behaviour.
13. Allow employees exercise individual judgment as much as possible.
14. Create a trustful and helping relation with employees.
15. Let employees exercise as much control as possible over their work environment.

Leadership Roles and Management Function Associated With Creating A Motivating Work
Climate:-
Leadership Roles:
1. Recognize each worker as unique individual who is motivated by different things.
2. Identifies the individuals and collective value system of the unit and implements a reward system that is
consistent with those values.
3. Listen attentively to individual and collective work values and attitudes to identify unmet collective
needs that can cause dissatisfaction
4. Encourage workers to ―stretch‖ themselves in an effort to promote self-growth and self-actualization.
5. Maintains a positive and enthusiastic image as a role model to subordinates in the clinical setting
6. Encourage mentoring, sponsorship and coaching with subordinates.
7. Develop time and energy to create an environment that is supportive and encouraging to the
discouraging individual.
8. Develop a unit philosophy that recognizes the unique worth of each employee and promote reward
systems that make each employee feel like a winner.
9. Demonstrates through actions and words a belief in subordinates that they desire to meet organizational
goals.
10. Is self- aware regarding own enthusiasm for work and takes steps to motivate self as necessary.
MEASURES TAKEN BY THE NURSE MANAGER TO FACILITATE NURSES MOTIVATION: -
The nurse manager while managing the nursing unit will have to choose a combination of the following
measures to facilitate nurse’s motivation.
1) Act as a Role model
a) Set high standards in the units.
b) Maintain a positive attitude towards the work and staff.
c) Be optimistic; in other words, be aware of how difficult the job is and how it can be done.
d) Ask for help when in need.
e) Admit mistakes.
2) Develop and maintain Good Personal Relations:-
a) Use two-way communication.
b) Be friendly, not to criticize staff in front of others and be fair.
c) Keep a sense of humor and avoid getting angry.
d) Try to understand nurse’s attitudes, likes, dislike their experience, previous training, problems in their
work and needs.
These measures will help in understanding nurse’s behavior. Understanding is the first step toward
motivating nurses. Trust comes with understanding and it develops slowly based on the respect and
acceptance of the manager. Motivation is based on understanding and trust.
Some guidelines for developing trust:-
A) Apply rules equally and consistently.
b) Avoid favoring some nurses over others, be fair.
c) Share information – show respect for ideas and opinions and confidentiality.
d) Be supportive at all times.
3) Post Each Nurse where she can work best
The nurse is more likely to succeed and be motivated if her/his interests and skills are considered in the
assignment. Success is the best motivator.
4) Use a participative style:-
Participation and sharing information will motivate nurses since they feel they are taking part in decisions.
Motivation requires more than physical involvement in a job. It also demands mental and emotional
involvement.
5) Guide, encourage and support continuously:-
Guidance means helping nurses in planning, evaluating their work and in solving work and personal
problems...
Encouragement means helping and reassuring nurses regardless of the type of problems. Develop a
supportive environment by reducing physical stresses associated with the job.
Support means removing obstructions and providing nurses with satisfying work environment which
include personnel and facilities and suitable learning materials needed to do their job.
Reward Good work:-
a) Give recognition for successful achievement of the job. Praise frequently and informally. It can be in
front of other staff.
b) Reward includes: Pay increase, promotion, training for advancement to a higher level within a job.
c) Thank you is a type of reward that helps to increase self-confidence.
6) Build team work (Team spirit)
a) Schedule regular meetings.
b) Make nurses feel that their job is important to the success of the team.
c) Integrate the needs and wants of the staff nurses with those of the nursing unit.
d) Think of nurses in the unit as a group and do what is best for them.
7) Provide continuing education:-
Nurses enjoy learning new knowledge and skills or updating the existing knowledge and skills or taking
new responsibilities through continuing education.
SYMPTOMS OF MOTIVATED NURSES:-
1. Show interest, enthusiasm and have a positive attitude.
2. Believe their work is important and work hard.
3. Work well with their supervisors and others.
4. Take part willingly in planning, implementing and evaluating their work.
5. Show responsible behavior. Strive to find the best way to produce optimal job performance.

THEORIES OF MOTIVATION
The word motivation theory is concerned with the processes that describe why and how the human
behaviour is activated and directed. It is considered as one of the most important areas of study in the field
of organizational behaviour. There are two different categories of motivation theories- the content theories
and the process theories.

A) Content theories of motivation

This is also called as the Need theory. It mainly focuses on the internal factors that energize and
direct human behaviour. Some of the need theories are-

1) Abraham Maslow (1943)

Maslow‘s theory included 5 basic needs in his theory, namely the- The physiological needs, Safety
and security needs, Love needs, self-esteem needs and self-actualization needs. Maslow suggested
that human needs are ordered in a hierarchy from simplex to complex. Higher level needs do not
emerge as motivators until lower needs are satisfied and a satisfied need no longer motivates
behaviour.
 Physiological needs: Food, water, warmth, shelter, sleep, medicine and education, etc. Once
the physiological needs are met, the next level becomes predominant.
  Safety and security needs: These are the needs to be free of physical danger and of the fear
of losing a job, property, food or shelter. It also includes protection against any emotional
harm.
 Social needs: Since people are social beings, they need to belong and be accepted by
others. People try to satisfy their need for affection, acceptance and friendship. After the
lower needs are well satisfied, affiliation or acceptance will emerge as dominant and the
person strives for meaningful social relationship.
 Esteem needs: According to Maslow, once people begin to satisfy their need to belong,
they tend to want to be held in esteem both by themselves and by others. This kind of need
produces such satisfaction as power, prestige status and self-confidence.
 Need for self-actualization: Maslow regards this as the highest need in his hierarchy. It is
the drive to become what one is capable of becoming; it includes growth, achieving one‘s
potential and self-fulfillment. It is to maximize one‘s potential and to accomplish
something.
2) Aldermen ERG theory
ERG theory is similar to Maslow‘s hierarchy of needs. The existence (E) needs are equivalent to
physiological and safety needs; relatedness (R) needs to belongingness, social and love needs. The
growth (G) needs to self-esteem and self-actualization- personal achievement and self-actualization.
The major conclusions of this theory are:
 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. This phenomenon is known as frustration-regression process

3) Frederick Herzberg Two Factor need theory (1966)

Herzberg felt that job satisfaction and dissatisfaction exists on dual scales. Workers are motivated
by two types of needs/factors-
 Needs relating to the work itself called intrinsic/motivation factors (satisfiers): challenging
aspects of the work, achievement, added responsibility, opportunities for growth and
opportunities for advancement
 Needs relating to working conditions called extrinsic/hygiene factors (dissatisfiers): salary,
status, working conditions, quality of supervision, job security and agency policies.
According to Herzberg, the hygiene factors must be maintained in quantity and quality to
prevent dissatisfaction. They become dissatisfiers when not equitably administered, causing
low performance and negative attitudes.

The motivation factors create opportunities for high satisfaction, high motivation and high
performance. Absence of motivation factors causes a lack of job satisfaction.
4) David McClelland(1961)
David McClelland has developed a theory on three types of motivating needs:
 Need for Power
 Need for Affiliation
 Need for Achievement
People with high need for power are inclined towards influence and control. They like to be at the center
and are good orators. They are demanding in nature, forceful in manners and ambitious in life. They can be
motivated to perform if they are given key positions or power positions.
In the second category are the people who are social in nature. They try to affiliate themselves with
individuals and groups. They are driven by love and faith. They like to build a friendly environment around
themselves. Social recognition and affiliation with others provides them motivation.
People in the third category are driven by the challenge of success and the fear of failure. Their need for
achievement is moderate and they set for themselves moderately difficult tasks. They are analytical in
nature and take calculated risks. Such people are motivated to perform when they see atleast some chances
of success.
McClelland observed that with the advancement in hierarchy the need for power and achievement
increased rather than Affiliation. He also observed that people who were at the top, later ceased to be
motivated by this drives.
5) McGregor‟s Theory X and Theory Y
Douglas McGregor proposed two different motivational theories- theory X and theory Y. He states that
people inside the organization can be managed in two ways. The first is basically negative, which falls
under the category X and the other is positive, which falls under the category Y.
Assumptions of theory X:
 Employees inherently do not like work and whenever possible, will attempt to avoid it.
 Because employees dislike work, they have to be forced, coerced or threatened with punishment to
achieve goals.
 Employees avoid responsibilities and do not work until formal directions are issued.
 Most workers place a greater importance on security over all other factors and display little
ambition.
Assumptions of theory Y:
 Physical and mental effort at work is as natural as rest or play.
 People do exercise self-control and self-direction and if they are committed to those goals.
 Average human beings are willing to take responsibility and exercise imagination, ingenuity and
creativity in solving the problems of the organization.
 That the way the things are organized, the average human beings brainpower is only partly used.
On analysis of the assumptions it can be detected that theory X assumes that lower-order needs
dominate individuals and theory Y assumes that higher-order needs dominate individuals. An
organization that is run on Theory X lines tends to be authoritarian in nature power to enforce
obedience‖ and the right to command.‖ In contrast Theory Y organizations can be described as
participative‖, where the aims of the organization and of the individuals in it are integrated;
individuals can achieve their own goals best by directing their efforts towards the success of the
organization
 B) Process theories of motivation
Process theories of motivation provide an opportunity to understand thought processes that influence
behaviour.
The major process theories are- Vroom‘s expectancy theory, goal setting theory and reinforcement theory.
1) Reinforcement theory
B.F. Skinner‘s theory (1969) suggests that an employee‘s work motivation is controlled by
conditions in the external environment, that is, by designing the environment properly, individuals can be
motivated. Instead of considering internal factors like impressions, feelings, attitudes and other cognitive
behaviour, individuals are directed by what happens in the environment external to them. Skinner states
that work environment should be made suitable to the individuals and that punishment actually leads to
frustration and demotivation. Hence, the only way to motivate is to keep on making positive changes in the
external environment of the organization. Positive behaviour should be reinforced or rewarded as this
increase the strength of a response or induces its repetition. Reinforces tend to weaken over time and new
ones have to be developed. Negative reinforcement occurs when desired behaviour occurs to avoid
negative consequences of punishment. Punishment creates negative attitude and can increase costs.
2) Expectancy theory of Vroom
This theory postulates that most behaviours are voluntarily controlled by a person and are therefore
motivated. It focuses on people‘s effort-performance expectancy, or a person‘s belief that a chance exists
for a certain effort to lead to a particular level of performance. This theory states that motivation depends
on three variables-
 Attractiveness: the person sees the outcome as desirable.
 Performance-reward linkage: the person perceives that a desired outcome will result from a certain
degree of performance.
 Effort-performance: the person believes that a certain amount of effort will lead to performance.

3) J. Stacy Adams Equity theory

Third process theory and focuses on fair treatment. Persons believe that they are being treated with equity
when the ratio of their efforts to rewards equals those of others. Equity can be achieved or restored by
changing outputs, attitudes, the reference person, inputs or outputs of the reference person or the situation.
People have a tendency to use subjective judgment to balance the outcomes and inputs in the relationship
for comparisons between different individuals.
4) Jeremy Bentham’s “The Carrot and the Stick Approach”
English philosopher, Jeremy Bentham ideas developed his ideas in the early years of the Industrial
Revolution, around 1800. Bentham‘s view was that all people are self-interested and are motivated by the
desire to avoid pain and find pleasure. Any worker will work only if the reward is big enough, or the
punishment sufficiently unpleasant. With this view, the carrot and stick approach was built into the
philosophies of the age.

This metaphor relates to the use of rewards and penalties in order to induce desired behaviour. It came
from the old story that to make a donkey move, one must put a carrot in front of him or dab him with a
stick from behind. Despite all the research on the theories of motivation, reward and punishment are still
considered strong motivators.
In almost all theories of motivation, the inducements of some kind of carrot ‘are recognized. Often this is
money in the form of pay or bonuses. Even though money is not the only motivating force, it has been and
will continue to be an important one. The trouble with the money carrot‘ approach is that too often
everyone gets a carrot, regardless of performance through such practices as salary increase and promotion
by seniority, automatic merit‘ increases, and executive bonuses not based on individual manager
performance.
The stick, in the form of fear–fear of loss of job, loss of income, reduction of bonus, demotion, or some
other penalty has been and continues to be a strong motivator. It often gives rise to defensive or retaliatory
behaviour, such as union organization, poor-quality work, executive indifferences, and failure of a manager
to take any risks in decision-making or even dishonesty. However, fear of penalty cannot be overlooked.
Whether managers are first-level supervisors or chief executives, the power of their position to give or
withhold rewards or impose penalties of various kinds gives them an ability to control, to a very great
extent, the economic and social well-being of their subordinates.
5) Goal-setting theory of Edwin Locke
This theory is based on goals as determinants of behaviour. The theory states that when the goals to be
achieved are set at a higher standard than, employees are motivated to perform better and put in maximum
effort. The more specific the goals, the better the results produced. The goals must be achievable, and their
difficulty level must be increased only to the ceiling to which the person will commit. Goal clarity and
accurate feedback increases security. It revolves around the concept of “Self-efficacy”i.e. individual‘s
belief that he or she is capable of performing a hard task.
6) Arousal/ Cognitive Evaluation theory
Focuses on internal processes that mediate the effects of conditions of work on performance. This theory
states, a shift from external rewards to internal rewards results into motivation. It believes that even after
the stoppage of external stimulus, internal stimulus survives. It relates to the pay structure in the
organization. Instead of treating external factors like pay, incentives, promotion etc. and internal factors
like interests, drives, responsibility etc., separately, they should be treated as contemporary to each other.
The cognition is to be such that even when external motivators are not there the internal motivation
continues.
7) Attitude theory
Focuses on favorable attitudes of job satisfaction and job involvement leading to high performance.
8) Attrition/self-efficacy theory
Focuses on explanations for events or behaviour. Perceptions of self-efficacy and self-esteem affect
performance.
Motivational theories for Better Nursing Management
The needs of an individual are important motivators. These make the person work with enthusiasm &
interest. The significant individual needs are:
* Need for Power: Which results in a strong desire to influence staff, stimulate them to work, making them
achieve positions of leadership e.g. making the nursing supervisor wholly responsible to take care of whole
ward.
* The need for achievement results in a desire to do something better or more efficiently than others.
People with a high need of achievement have an intense desire for success & equally intense fear of failure.
They want to be challenged, prefer to assume personal responsibility to get work done and like to work for
long hours. Training and orientation (refresher) course increase this need. All the staff working in a
particular area should be given equal chance to attend the refresher courses related to that particular area.
* Need for affiliation: - Some people derive pleasure from being loved and tend to avoid the pain of being
rejected by social group. They enjoy social relationships, intimacy, empathies and help others in trouble.
There is close intimacy when a staff nurse is allowed to plan and decide patient care along with ward
supervisor.
In order to satisfy the employees, a manger can also use Maslow's Motivation Theory in these ways:
* Improving physical working conditions to satisfy needs e.g. grilled door and escorts to secure the nursing
staff at night, providing rest rooms for lunch and dinner.
* Increasing the level of training, development and skill in order to meet the self-esteem needs e.g.
uniform, leave facilities, vacation to nursing students. If these facilities are inadequate it harms their self-
esteem.
* Having congenial social group and peer group interaction to fulfill affiliation needs.
* Placing the person in position which match their self-concept to fulfill the self-actualization need.
Job Design
Job design is another motivator to satisfy, signify and give value to employees encouraging them to
perform well.
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.
Work Environment
There are many conditions in the environment which could possibly effect the motivation of staff. It is seen
by Behaviour Modification Theorist that employees perform positively if environment is favorable which
is made by pay/ reward policies, democratic leadership style, peer group interaction etc.
To effect the performance of employees, their input (e.g. efforts, training, experience, skill, education,
seniority) should be equitable to their output e.g. pay, rights, benefits, job-status, status symbol's (vacation,
clothing, satisfactory superior).
The employees feel inequity if unrewarded or if given undesirable placement. The employees always
respond to the environment & these responses influence their behaviour. A nursing Manager can
accomplish this by using following motivational techniques.
* Positive Reinforcement: Annual reward for better performance in the form of money, recognition, praise,
promotion etc. Give reward to the most clean and best patient care ward on Annual days.
* Avoidance Learning: Some staff nurses improve their behaviour in order to avoid criticism of Nursing.
Superintendent or to avoid any disciplinary action against her.
* Punishment: Nursing Superintendent, for example, can withhold reward or promotion so as to change the
behaviour of staff. Scolding in front of others or humiliating should be avoided.
* Be sure to tell a person she / he is doing wrong and what type of behaviour is desired e.g. RT feeding
given with force by use of piston should be corrected and demonstrated so that goes with gravity.
* Making the staff participate in different activities which give them affiliation, acceptance and
recognition, e.g. in conferences, Nurses'-Day, Hospital Annual Day etc.
* Giving feeling of personal responsibility or keeping interactions. The newly appointed staff should be left
independent but be observed closely.
* Warmth, support and identity motivate the staff to perform better. Every staff member has her own
potential. Respect their individual capabilities. Don't scold if she is performing badly in other field. Let her
develop potential gradually.

PROBLEMS IN APPLYING MOTIVATION THEORIES

Reward vs. Punishment

It is generally conceded that while rewards can offer workers a variety of incentives which can not only
motivate them to work harder but also produce feelings of good-will towards management, punishment
often functions only to cultivate feelings of hostility between managers and workers, which can directly
and negatively affect productivity.
Personal Satisfaction vs. Financial Satisfaction
One of the most successful ways of fostering a productive and motivated workforce is to ensure that
workers are satisfied with their jobs, not just with their pay. It is interesting to note that people are quite
often more concerned with how much they like their job than they are with how much money they actually
make. Making employees feel important in the workplace can make them feel like part of the team, which
makes them feel personally invested in the health of a business.

Persuasion vs. Coercion

By appealing to a worker's sentiments and reason a manager can persuade a worker to take initiative and
build their morale, which are internal drivers of motivation. However, by appealing to fear and coercion a
manager may actually cause a decline in internal motivation, leaving instead feelings of hostility or anxiety
which can negatively affect production.

Knowing Your Workers

Understanding what is important to an individual is endemic for understanding how to motivate that person
effectively. Is an individual motivated by the opportunity to develop professionally or by the possibility of
making more money? Does he or she want more responsibility or more clearly defined responsibilities? Is
it important that he or she see the end-product of their work or not? Usually, employees are not motivated
by just one thing, which can make it difficult to determine the best strategy for motivation.

Involvement
One of the top things leading workers to feel productive and motivated in the workplace is knowing that
they have a good management team. When people feel close to their managers they oftentimes do not want
to disappoint, and may even feel the desire to win approval. By being invested in workers, managers can
get workers to feel reciprocally invested in their workplace and their work. Fostering motivation in the
workplace is first and foremost about fostering good management practices.

METHODS FOR MOTIVATING EMPLOYEES

1. Job rotation: This is also known as cross training. It can be effective for employees that perform
repetitive tasks in the job. This allows the employees to learn new skills by shifting them from one task to
another.
2. Job enlargement: is a motivation technique used for employees that perform a very few and simple
tasks. It increases the number and variety of tasks that the employee performs, resulting in a feeling of
importance
3. Job enrichment: this method increases the employees control over the work being performed. It allows
the employees to control the planning, execution and evaluation of their own work, resulting in freedom,
independence and added responsibility.
4. Flexible time: this allows the employees to choose their own work schedule to a certain extend.
5. Job sharing: a less common method but very effective in preventing boredom. It allows employees to
share two different jobs
6. Employee involvement: people want to feel like they are a part of something. Letting the employees to
be more active in decision-making related to their job makes them feel valued and important to the
company and increases job motivation.
7. Variable pay programs: merit based pay, bonuses, gain sharing, and stock ownership plans are some
good motivators for employees. They should be offered as an incentive or reward for outstanding
performance

CONCLUSION
Nearly all the conscious behavior of human being is motivated. The internal needs and drives lead to
tensions, which in turn result into actions. A manager requires to create and maintain an environment in
which individuals work together in groups towards the accomplishment of common objectives. A manager
cannot do a job without knowing what motivates people. The building of motivating factors into
organizational roles, the staffing of these roles and the entire process of leading people must be built on
knowledge of motivation. It is necessary to remember that level of motivation varies both between
individuals and within individuals at different times. Today in the increasingly competitive environment,
maintaining a highly motivated workforce is the most challenging task. The art of motivation starts by
learning how to influence the behavior of the individual. This understanding helps to achieve both, the
individual as well as organizational objectives.
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NET REFERENCE
1. www.managementstudyguide.com
2. https://iedunote.com/motivation-process
3. https://en.wikipedia.org/wiki/Motivation

JOURNAL REFERENCE
1. Persefoni Lambrou1.Nick Kontodimopoulos. Dimitris Niakas. Lambrou et al.
Human Resources for Health 2010. “Motivation and job satisfaction among medical
and nursing staff in a Cyprus public general hospital.”
2. Sigridur halldorsdottir.Emila J Einarsdottir et al.Journal of empirical studies. “Effects
of cutbacks on motivating factors among nurses in primary health care”.
 NURSING MANAGEMENT
SEMINAR ON
MOTIVATION: INTRINSIC, EXTRINSIC,CREATING
MOTIVATING CLIMATE,MOTIVATIONAL THEORIES

SUBMITTED TO, SUBMITTED BY,

Mrs.Jaya Mathew Mrs. Selja Elsa Saji
Professor 1st Msc.(N)
T.M.M. College of Nursing T.M.M. College of
Kaviyoor Nursing, Kaviyoor