motivation nursing administration pptx,

Administration

1. Motivation  refers to the  stimulation, inspiration, and induction  of employees to perform at their best capacity. It is a  psychological process  that  cannot be forced  upon individuals; rather, it arises from within them as a  willingness to work .

2. Various definitions highlight this concept: Joe Kelly: “Motivation is a process whereby needs instigate behavior directed toward goals that can satisfy those needs.” W. G. Scot: “Motivation means stimulating people to action to accomplish desired goals.” Michael J. Jucius : “Motivation is the act of stimulating someone (or oneself) to take a desired course of action, pushing the right buttons to achieve desired results.”

3. Motivation Process Unsatisfied need : It begins when an individual experiences an unsatisfied need. Tension : The presence of an unsatisfied need creates tension. Drive : This tension fuels an urge to seek alternatives to satisfy the need. Search Behavior : The individual explores various options. Satisfied need : After behaving in a particular manner, the person evaluates whether the need is met. Reduction of tension : Fulfillment of the need reduces tension.

4. Types of Motivation : Achievement Motivation : Driven by the desire to pursue and attain goals. Accomplishment is valued for its own sake, not just for accompanying rewards. Affiliation Motivation : Focused on social connections. Individuals perform better when complimented for favorable attitudes and cooperation. Competence Motivation : A drive to excel and perform high-quality work. Competence-motivated people seek mastery and creative problem-solving.

5. Types of Motivation. Intrinsic motivation: Intrinsic motivation refers to motivation that originates within the person and willingly. It is a self-motivation. It is and personal gratification and feeling rather than just achieving a goal. Extrinsic motivation: Extrinsic motivation comes from the external environment, such as rewards, money, incentives, popularity, competition, and punishment, to achieve something.

6. Affiliation motivation: Affiliation motivation is a drive that relates to people on a social basis. There is an intense desire of an individual to associate with different people in social matters. The individuals must have favorable attitudes toward others, and they need to cooperate with them.

7. 4. Fear motivation: The person gets motivated by known or unknown fear and acts contrary to his or her original intention. It is good to accomplish the work quickly but for a short time, not always. Incentive motivation : Incentive motivation arises due to incentives and rewards for doing a task. In some instances, the employees put an extra effort to get a prize. It is a form of extrinsic motivation.

8. Attitude motivation: It signifies the way the employees perceive their future and react accordingly. It must reveal self-confidence among employees. Employees, if having a positive attitude toward the work, will be motivated to work. Power motivation: Power motivation is a powerful drive to influence people. It helps in bringing desired changes in the organization.

9. Factors influencing motivation Leadership Style : Supervisors, managers, and leaders  significantly impact employee motivation. Organizational Culture : Culture  shapes employee behavior and attitudes. A  positive culture  fosters motivation. Factors include  values, norms, and communication  within the organization.

10. Paths to Advancement : Opportunities for  career growth  motivate employees. Clear  promotion paths  encourage effort and commitment. Professional Development : Training, skill enhancement, and learning  opportunities. Employees feel motivated when they can  develop professionally .

11. Recognition and Rewards : Acknowledgment for good work boosts motivation. Bonuses, awards, and prais e  play a role Work Environment : A  pleasant, supportive environment  enhances motivation. Factors include  physical conditions, safety, and comfort .

12. Flexibility : Work-life balance , remote work options, and flexible hours. Employees value autonomy and adaptability. Belonging and Social Connections : Team spirit  and a sense of belonging. Social interactions positively impact motivation.

13. Meaningful Work : Employees are motivated when their work has  purpose and impact . Aligning tasks with personal values drives motivation. Physiological Factors : Health, well-being, and energy levels influence motivation. Adequate rest, nutrition, and exercise matter

14. Theories of Motivation Abraham Maslow   Hierarchy of Needs Theory Abraham Maslow  proposed this theory, emphasizing that motivation arises from fulfilling a hierarchy of needs. The pyramid of needs includes: Physiological needs : Basic survival requirements like air, sleep, food, water, clothing, sex, and shelter. Safety needs : Protection from threats, health, secure employment, and property.

15. Social (belongingness and love) needs : The desire for association, affiliation, and friendship. Self-esteem needs : The need for respect and recognition. Self-actualization needs : The pursuit of personal development, learning, and fulfilling work. People cannot ascend to the next level unless lower-level needs are met.

16. Hertzberg’s Two-Factor Theory : Frederick Herzberg  proposed this theory, distinguishing between  hygiene factors  (external conditions) and  motivators  (internal factors). Hygiene factors  (e.g., salary, job security, work environment) prevent dissatisfaction but do not directly motivate. Motivators  (e.g., achievement, recognition, growth) lead to satisfaction and increased productivity.

17. McClelland’s Needs Theory : David McClelland  identified three fundamental needs: Need for achievement : Desire for success, challenging tasks, and personal accomplishment. Need for affiliation : Focus on social connections and relationships. Need for power : Drive to influence and control others. Individuals exhibit varying combinations of these needs.

18. Vroom’s Expectancy Theory : Victor Vroom  proposed that motivation depends on three factors: Expectancy : Belief that effort leads to performance. Instrumentality : Belief that performance results in rewards. Valence : Value placed on the rewards. Motivation increases when all three factors align positively.

19. McGregor’s Theory X and Theory Y : Douglas McGregor  introduced contrasting assumptions about employee behavior: Theory X : Assumes employees dislike work, lack ambition, and need strict supervision. Theory Y : Assumes employees are self-motivated, seek responsibility, and enjoy work. Managers’ beliefs influence how they lead and motivate their teams.

20. Goal-Setting Theory : Goal-setting theory  posits that specific types of goals motivate individuals. (especially  SMART goals : Specific, Measurable, Achievable, Relevant, and Time-bound) Leaders can enhance motivation by employing effective goal-setting practices and involving individuals in the goal-setting process.

21. Reinforcement Theory : According to  reinforcement theory , individual behavior is influenced by the consequences resulting from that behavior. Developed by psychologist  B.F. Skinner , this theory posits the following: 1. Rewarded behaviors  are likely to be  repeated . When individuals receive positive reinforcement for a specific behavior, they are motivated to continue that behavior. 2. Punished behaviors  are likely to  cease . When negative consequences follow a behavior, individuals tend to avoid repeating it. 3. Extinction : Extinction  aims to  end learned behavior  over time. Managers may use positive reinforcement (such as overtime pay during busy periods) to encourage extra effort. Once the desired behavior is established, the reinforcement is gradually removed.

22. Equity Theory : Equity theory  focuses on how employees are motivated (or demotivated) in the workforce. It highlights the impact of  fairness : Distributive justice : Fairness in rewards distribution. Procedural fairness : Fairness in decision-making processes. Interactional fairness : Fairness in interpersonal treatment.

23. Expectancy Theory : Expectancy theory  proposes that employees are motivated when they believe: Their efforts will lead to the desired level of performance ( expectancy ). Performance will result in desired outcomes ( instrumentality ). The outcomes are personally desirable ( valence ).

24. Role of Nurse Managers to Motivating staff Nurse managers play an essential part in motivating their staff. .Focus on needs and wants of individual staff Recognize each team as a unique individual and use accordingly appropriate strategy to each group Act as a role model, active listener, supporter, and encourager for demotivated team Recognize differences among staff and treat them well

25. Give them respect and dignity-a feeling of belonging Set realistic goals and make work interesting Throw a challenge Have effective communication Practice nonfinancial rewards for right action

26. Provide positive reinforcement • Create a climate for the independent and motivating working environment • Make them responsible and give them a feeling of belonging and ownership • Create a competitive and healthy environment • Use problem-solving approach • Motivate staff through individual guidance and counseling