3. Super visor By : Dr. Olfat Salem & Miss.Mona Al-Aseeri Prepared By: Zainab Ali Al-Musa’ad Amsha Al- shamari Amal nasser Al-onazi Hala Al-hosseni Bdoor kalid Al-said

4. Out line: Definition of Motivation. Factor Affecting Staff Motivation. Motivational techniques. Motivational theories. Motivational process. Motivation & Job satisfaction.

6. Definition It is a process of arousing behavior, sustaining behavior & channeling behavior in specific course. It explains why some people work hard & well whereas others perform poorly.

7. In Nursing Management, staffs need to be motivated to have quality patient care, to develop staff efficiency and to reduce absenteeism.

8. Factors Affecting Motivation of Staff: Motivation of staff is affected by three critical factors..... 1- The individual needs. 2- Job Design. 3- Work Environment.

9. 1-The individual needs: The needs of an individual are important motivators. These make the person work with enthusiasm & interest.

10. The significant individual needs are: a) Need for Power: Which results in a strong desire to influence staff, stimulate them to work, making them achieve positions of leadership. b)need for achievement: results in a desire to do something better or more efficiently than others. All the staff working in a particular area should be given equal chance to attend the refresher courses related to that particular area.

11. 2- Job Design: Job design is another motivator to satisfy, signify and give value to employees encouraging them to perform well.

12. 3-Work Environment: There are many conditions in the environment which could possibly effect the motivation of staff. It is seen by Behavior Modification Theorist that employees perform positively if environment is favorable which is made by democratic leadership style, peer group interaction....etc.

13. A nursing Manager can accomplish this by using & motivational techniques: *Positive Reinforcement: Annual reward for better performance in the form of money, recognition, praise, promotion …. etc. * Avoidance Learning: Some staff nurses improve their behavior in order to avoid criticism of Nursing.

14. * Punishment: Nursing Superintendent, for example, can withhold reward or promotion so as to change the behavior of staff. Scolding in front of others or humiliating should be avoided.

15. * 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.

16. Motivational theories Can be classified into at least two groups : content theories and process theories

17. Content theories: In general Content theories emphasize individual needs or the reward that may satisfy those needs. There two type of Content theories: 1- Instinct : inherited or innate tendencies that predisposing individual to behave in certain ways. 2- Need:

18. There three theories: 1)hierarchy of need theory(Abraham Maslow) 2)ERG theory (Clayton Alderfer's) 3)two-factor theory(Frederick Harzbreg) Maslow AlderferHerzbreg Self-actualization Growth needsMotivating factors Esteem needs Belongingness (social needs) Relatedness needsHygiene factors Safety needs Existence needs Physiological needs

19. Hygiene factors in job context affect job dissatisfaction Motivator factors in job context affect job satisfaction Organizational policies Quality of supervision Working condition Base wage or salary Relationship with peers Relationships with subordinate Status Security Achievement Recognition Work itself Responsibility Advancement growth High job satisfaction0job dissatisfaction

20. Managerial Implication: The tow-factor theory offers a particular discipline to managerial thinking about the use of rewards and incentives to improve motivation in the workplace.

21. process Theories 1- Equity Theory or (Adams Equity Theory) : equity theory is based on the phenomenon of social comparison and is best applied to the workplace.

22. How to restore perceived equity : *Change work inputs (e.g reduce performance efforts)* * Change the outcomes (rewards) received (e.g ask for a raise) * Leave the situation (e.g quit) * Chang the comparison points (e.g compare self to a different coworker) * Psychologically distort the comparisons ( e.g rationalize that the inequity is only temporary and will be resolved in the future) * Take action to change the inputs or of the comparison person (e.g get a coworker to accept more work).

23. Managerial Implications The equity comparison intervenes between the allocation of rewards and the ultimate impact on the recipients.

24. 2- Expectancy Theory or (Vrooms Expectancy Theory) : Expectancy theory argues that work motivation is determined by individual beliefs regarding effort – performance relationship and work outcomes.

25. Component of Expectancy Theory 1- Expectancy : Expectancy is the probability that work effort will be followed by performance accomplishment. 2- Instrumentality : Instrumentality is the probability that performance will lead to various work outcomes. 3- Valence : Valence is the value to the individual of various work outcomes

26. Managerial Implications: Expectancy logic argues that a manager must try to intervene actively in work situations to maximize work expectancies, instrumentalities, and valences that support organizational objective. To influence expectancies, managers should select people with proper abilities, train them well, support them with needed resources, and identify clear performance goals. To influence instrumentality, managers should clarify performance reward relationships and confirm these relationships when rewards are actually given for performance accomplishments. To influence valences, managers identify the needs that are important to each individual and then try to adjust available rewards to match these needs.

27. Motivation Lead To: 1- Motivation satisfaction: Is the degree to which individuals feel positively or negatively about their jobs.

28. 2- Organizational commitment: Refers to the degree to which a person strongly identifies with and feels a part of the organization. 3- Job involvement: Refers to the willingness of a person to work hard and apply effort beyond normal job expectation.

29. 4- Cause High Performance: Rewards Cause Both Satisfaction and Performance: It suggests that a proper allocation of rewards can positively influence both performance and satisfaction.

30. 5- Reduce Absenteeism: Is the failure of people to attend work. 6- Reduce Turnover: Results when people terminate their employment.

31. Comparison of Leadership Styles Leadership StyleAssumed Employee Motivators Authoritarian (autocratic)External forces, e.g., power and authority, needs for approval Democratic (participative)Internal drives and impulses Permissive (laissez-faire)Internal drives and impulses BureaucraticExternal forces

32. References : * www. Motivation for Better Nursing Management Nursing Journal - Find Articles.mht * Organization behavior By: Schermerhorn Hunt Obsorn.