1. NURS 560, Fall 2015 Dr. Mileva Saulo Lewis
Motivation Concepts
NURS 560, Fall 2015
Dr. Mileva Saulo Lewis

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Defintions
Processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.
Robbins & Judge, 2014, p. 20
Intensity – how hard you try
Direction – intensity toward organizational goal
Persistence – how long can it be maintained
Robbins, S.P., & Judge, T.A. (2012). Essentials of organizational behavior, (12th ed.). Boston: Pearson
Dr. Mileva Saulo Lewis, All Rights Reserved

6. Samuel Merritt University
MOTIVATION
You have to learn to crawl before you can shop
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N 560, Fall 2015

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Memories
What motivates you to succeed – do well?
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Classification
Need Theories
Maslow - Hierarchy
McClelland – Achievement/Affiliation
McGregor – X (negative) and Y (positive)
Herzberg
Hygiene factors
Motivating factors
Self-Determination and Cognitive Evaluation Theory
Goal-setting theory
Equity Theory/Organizational Justice
Expectancy Theory
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9. Maslow’s Hierarchy of Needs
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McClelland - Needs
Need for Achievement - nAch
Need for Power - nPow
Need for Affiliation – nAff
Robbins & Judge, 2012
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McGregor Theory X and Y
Theory X Managers believe:
Theory Y Managers believe:
Workers inherently dislike work
Must be directed
Must be coerced into performing it
NOTE: Little proof that X and Y theories and Maslow’s hierarchy lack empirical support
Employees view work as natural as rest or play
Average employee accepts and even seeks responsibility
McGregor advocated participation, responsible and challenging jobs, good group relations
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Theory Z William Ouchi
Ford Foundation Worker Exchange Project
Humanistic approach from Japan
develops better ways to motivate people
collective decision-making
long term employment
slower promotions
indirect supervision
Quality Circles
mentoring promotes quality & productivity
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14. Two Factor Theory – Motivation-Hygiene
Satisfiers - Motivators
Dissatisfiers - Hygiene
Job Security
Org. Financial stability
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
Policy & Administration
Lack of career future
Dislike of position
Supervision
Relationship with supervisor
Work conditions
Salary
Relationships with peers
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15. Self-Determination & Cognitive Evaluation Theory
Level of autonomy
Intrinsic Incentives
Work that gives meaning to my life
Extrinsic Incentives
Tied to values, goals, outcomes
Job Engagement
Investment of physical, cognitive, & emotional energies
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Goal Setting Theory
Specific acts as stimulator
Feedback essential
Participation in goal setting
Contingencies
Belief it can happen
Simple better than complex
Culture bound
Robbins & Judge, 2012
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17. Self-Efficacy Theory Social Cognitive/Learning
Belief in capability – for low esteem, bring goal and self-efficacy together
Absence of personality factors
Increase by:
Did I do it in the past? Enactive mastery
Watch someone else – Vicarious modeling
Someone convinces you, you can – Verbal persuasion
Arousal
Robbins & Judge, 2012
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18. Bandura – Self-Efficacy
Enactive mastery
Gain the relevant experience
Vicarious modeling
Watch someone else
Verbal persuasion
Someone convinces you that you have what you need to succeed
Arousal
“Psyched-up” to perform
Robbins & Judge, 2012
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Equity Theory
Reward equal to relevant others – equity
Ratio of work/reward = under rewarded  tension, unjust
Referrent
Self made, outside
Other inside, outside
Variables
Gender; Length of tenure; Level in organization
Amount of education or professionalism
Robbins & Judge, 2012
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20. Inequity, Employees, Choice
Change input – Reduce/Cease effort
Change outcomes
Distort perception of self-others
Choose different referent
Leave the field
Robbins & Judge, 2012
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21. Concepts of Justice - Fairness
Perception
Multidimensional
Distributive
Organizational
Procedural
Process – present point of view about desired outcomes
Explanation – clear reasons about outcome
Robbins & Judge, 2012
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Organizational Justice: Overall perception of what is fair in the workplace. Example: I think this is a fair place to work (Robbins & Judge, 2012, p. 110)
Distributive Justice
Procedural Justice
Interactional Justice
Definition: Perceived fairness of outcome
Example: I got the pay raise I deserved
Definition: Perceived fairness of process used to determine outcome
Example: I had input into the process to give raises and was given a good explanation of why I received the raise I did.
Definition: Perceived degree to which one is treated with dignity and respect
Example: When telling me about my raise, my supervisor was very nice and complementary.
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Expectancy Theory
Effort:
Effort  Good performance  Reward  Personal goals met
Will maximum effort be rewarded?
Good performance
Will it lead to organizational rewards?
Reward: If rewarded, are they personally attractive?
Robbins & Judge, 2012
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24. CAVEAT EMPTOR Theories are often Culture Bound
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25. APPLICATION More on 12 November
Motivating by Changing the Work Environment
Word Re-design
Magnet Hospitals
ASK:
What motivates your colleagues?
How do nurses feel about all nurses earning the same salary based on time in role?
What mechanisms are there to reward performance
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For Our Next Meeting
ASK: What motivates your colleagues?
How do nurses feel about all nurses earning the same salary?
What mechanisms are there to reward performance excellence – going beyond what is required?
Dr. Mileva Saulo Lewis, All Rights Reserved