VIJAYA COLLEGE OF NURSING

SUBJECT : NURSING MANAGEMENT

UNIT : VI

NAME OF THE TOPIC : DIRECTING - MOTIVATION

NAME OF THE STUDENT : MRS SOBHA BABU

NAME OF THE HOD : MRS SMITHA MOHAN

NAME OF TE EVALUATOR : MRS SMITHA MOHAN

HOURS ALLOTED : 3HRS

SUBMITTED ON : 22/10/2019

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SL NO PAGE NO
INDEX
I.
DIRECTING

INTROUCTION

II.
MEANING OF DIRECTING
III.
DEFINITION OF DIRECING
IV.
CHARACTERISTICS OF DIRECTING

V.
PRINCIPLES OF DIRECTING
VI.

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 ELEMENTS OF DIRECTING
VII.
TECHNIQUES OF DIRECTING

VIII.
ROLES AND FUNCTIONS OF DIRECTING

IX. MOTIVATION

X. MEANING OF MOTIVATION

XI. DEFINITION OF MOTIVATION

XII.
NATURE OF MOTIVATION

XIII. IMPORTANCE OF MOTIVATION

XIV. COMPONENTS OF MOTIVATION

XV.
APPROACH OF MOTIVATION
XVI.
APPROACH OF MOTIVATION

XVII. TYPES OF MOTIVATION

XVIII.
METHODS OF MOTIVATION

XIX. THEORIES OF MOTIVATION

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 a) MASLOWS HIERARCHY OF NEEDS

b) THEORY ‘X’ AND THEORY ‘Y’

c) HERZBERG’S MOTIVATlON HYGIENE

d) THEORY OR TWO-FACTOR THEORY

e) ERG THEORY OF MOTIVATION

f) McCLELLAND’S THEORY OF NEEDS

g) GOAL SETTING THEORY

h) REINFORCEMENT THEORY OF
MOTIVATION

i) EQUITY THEORY OF MOTIVATION

j) EXPECTANCY THEORY
XX. ROLE OF NURSE ADMINISTRATOR IN
MOTIVATING CLIMATE

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 XXI. SUMMARY

XXII. RESEARCH ABSTRACT

XXIII. CONCLUSION

XXIV. BIBLIOGRAPHY

I. INTRODUCTION

Direction means giving the order to start the operation for the implementations of a
policy or plan. It is the managerial effort that is applied for guiding and inspiring
the working team to make better accomplishments in the organization, so it

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includes the necessary guidance and instructions for carrying out the order given,
and the removal of any doubts or difficulties which may arise in the course of
execution or implementation. Direction is concerned with seeking fullest co-
operation of the personnel for the realization of the collective purpose of economic
objectives of Organization and it is also concerned with fulfilling the needs of the
subordinates like physiological needs, protective needs, social needs and egoistic
needs. The needs, desires and aspirations of personnel are to be taken into
consideration for creating the will to-work in them.

Direction means giving the order to start the operation for the implementations of a
policy or plan. It is the managerial effort that is applied for guiding and inspiring
the working team to make better accomplishments in the organization, so it
includes the necessary guidance and instructions for carrying out the order given,
and the removal of any doubts or difficulties which may arise in the course of
execution or implementation.

II. MEANING OF DIRECTING

Directing is the managerial function of guiding, inspiring Instructing and

harnessing people towards the accomplishment of desired results. It is that part of
the management process which actuates the members of an organization to work
effectively and efficiently for the achievements of the goals.

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 III. DEFINITION OF DIRECTING

According to Koontz and O’Donnell Direction is a complex function that

includes all those activities which are designed to encourage subordinates to
work effectively and efficiently in both the short and long run.

According to Ernest Dale, Direction is telling people what to do and seeing that
they do it to the best of their ability.

According to (Urwick and Brech 1947) Direction is the guidance, the inspiration,
the leadership of these men and women that constitute the real core of the
management

IV. CHARACTERISTICS / FEATURES OF DIRECTION

1. Pervasive function:

Directing is a managerial function performed by all the managers at all

levels of the organization. Every manager provides guidance and inspiration to
his sub ordinates. Chief executes instruct and guide middle level managers who
in turn direct supervisors. Supervisors provide direct to workers or rank and
file.

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2. Continuing function:

Directing is an on-going process as it continues throughout the life of an

organization. A manager never ceases to guide and inspire his sub ordinates.
He must continuously supervise the execution of his orders or instructions by
the subordinates

3. Linking function:

Directing serves as a connecting link between preparatory functions

(planning, organizing, and staffing) and controlling. It provides the material for
comparison with the plans.

4. Creative function:

Directing converts plans into performance. It is the process around which

performance revolves. Without direction human factors in the organization
become inactive and physical factors remain unutilized. Directing is
management in action. It breathes life into an organization.

5. Human factor.

Directing is the interpersonal aspect of managing by which sub ordinates are

led to understand and contribute effectively and efficiently to the attainment of
enterprise objectives. Human factor is very dynamic and is conditioned by a
complex of forces about which not much is known and over which
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V.
management has little control. Therefore, directing is a very difficult and
challenging function.

6. Chain of Command:

Directing initiates at the top level in the organization and follows to bottom
through the hierarchy. It emphasizes that sub ordinate is to be directed by his
own superior only.

ELEMENTS OF DIRECTING

There are five elements of effective directing: supervision, motivation,

leadership and communication and order giving.

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a) Supervision

Supervision involves guiding the efforts of others to achieve stated work

output. In the context of direction supervision is the day to day relationship
between nurse manager/supervisor and operational level nurses that cover
training, motivation, mentoring, coordination and maintenance of discipline
to achieve the nursing organizational goals. Effective supervision is the key
for the effective direction. There should be closeness of supervision, group
cohesiveness, proper delegation, good human relation for the effective
supervision.

b) Motivation

Motivation is core of the effective direction. It is one of the factors affecting

human behavior and performance. Lt implies to engage the nurses in action
by ensuring that a channel to satisfy the becomes
available to them. The nurse manager can activate the hidden capabilities of
their subordinates by motivating them to do the work.

c) Leadership

Leadership is an important factor for successful direction and also for the
organization to accomplish its goals. Its a continuous process of influencing
and supporting subordinates to work enthusiastically towards achieving
goals. A good leader brings life into the group and motivates them for
actions.

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d) Communication

Communication is vital part of the organization and important in the process

of directing. It is the process of sharing and transferring the information
between nurse managers and their subordinates. It is the element of
understanding between them Effective communication is required for
command and instructions by the superiors and facilitates work, increases
motivation, brings change, optimizes patient care, increases nurses
satisfaction and facilitates coordination.

e) Order Giving

Order giving is the most important elements of direction. The nurse

managers give instructions and orders to its subordinates as how to do the
work. She assigns the work as per the job descriptions. It is necessary at the
operational level where actual work i.e. nursing care is rendered to the
patients. By doing this, the nurse managers not only asking them to do the
work but they come to know what and how the work to be done and she also
induces them to do the work. Order giving needs a high degree of efficiency
to motivate the subordinate to do the work: otherwise it leads to
dissatisfaction among subordinates. Orders can be specific or general; oral or
written; formal or informal; or planned and requires follow up before and
after execution.

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VI. PRINCIPLES OF DIRECTION

1. Harmony of objectives :

Individuals join the organization to satisfy their physiological and

psychological needs. They are expected to work for the achievements of
organizational objectives. They will perform their tasks better if they feel
that it will satisfy their personal goals. Therefore, management should
reconcile the personal goals of employees with the organizational goals.

2. Maximum individual contribution:

Organizational objectives are achieved at the optimum level when

every individual in the organization makes maxim contribution towards
them. Managers should, therefore. Try to elicit maximum possible
contribution from each subordinate. Direction should be such which inspires
the people to contribute fully for the well-being of the organization.

3. Unity of Command:

A subordinate should get orders and instructions from one superior

only. If he is made accountable two bosses simultaneously, there Will be
confusion, conflict, disorder and indiscipline in the organization. Therefore
every subordinate should be asked to report to only one manager.

4. Direct Supervision :
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 Direction becomes more effective when there is a direct personal
contact between a superior and his subordinates. Such direct contact
improves the morale and commitment of employees. Therefore, wherever
possible, direct supervision should be used.

5. Strategic Use of informal Organization :

Management should try to understand and make use of informal groups

to strengthen formal or official relationships. This will improve the
effectiveness of direction.

6. Managerial Communication:

A good system of communication between the superior and his·

subordinates helps to improve mutual understanding. Upward
communication enables a manager to understand the subordinates and gives
an opportunity to the subordinates to express their feelings.

7. Comprehension:

Communication of orders and instructions is not sufficient. Managers

should ensure that subordinates correctly understand what they are to do and
how and when they are to do. This will avoid unnecessary queries and
explanations.

8. Effective Leadership.
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 Managers should act as leaders so that they can influence the
activities dissatisfying them. As leaders, they should guide and council
subordinates in their personal problems too. In this way, they can win the
confidence and trust of their subordinates.

9. Principle of Follow Through.

Directing is a continuous process. Therefore, after issuing orders and

instructions, a manager should find out whether the subordinates are
working properly and what problems they are facing. He should modify, if
necessary. His orders in the light of these findings.

VII. IMPORTANCE OF DIRECTING

1. It Initiates Actions –

 Directions is the function which is the starting point of the work

performance of subordinates. It is from this function the action takes place,
subordinates understand their jobs and do according to the instructions laid.
Whatever are plans laid, can be implemented only once the actual work
starts. It is there that direction becomes beneficial.

2. It Ingrates Efforts –

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  Through direction, the superiors are able to guide, inspire and instruct the
subordinates to work. For this, efforts of every individual towards
accomplishment of goals are required. It is through direction the efforts of
every department can be related and integrated with others. This can be done
through persuasive leadership and effective communication. Integration of
efforts bring effectiveness and stability in a concern.

3. Means of Motivation – 

Direction function helps in achievement of goals. A manager makes use of

the element of motivation here to improve the performances of subordinates.
This can be done by providing incentives or compensation, whether
monetary or non - monetary, which serves as a “Morale booster” to the
subordinates Motivation is also helpful for the subordinates to give the best
of their abilities which ultimately helps in growth.

4. It Provides Stability – 

Stability and balance in concern becomes very important for long term sun
survival in the market. This can be brought upon by the managers with the
help of four tools or elements of direction function - judicious blend of
persuasive leadership, effective communication, strict supervision and
efficient motivation. Stability is very important since that is an index of
growth of an enterprise. Therefore a manager can use of all the four traits in
him so that performance standards can be maintained.

5. Coping up with the changes

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 It is a human behaviour that human beings show resistance to change.
Adaptability with changing environment helps in sustaining planned growth
and becoming a market leader. It is directing function which is of use to
meet with changes in environment, both internal as external. Effective
communication helps in coping up with the changes. It is the role of
manager here to communicate the nature and contents of changes very
clearly to the subordinates. This helps in clarifications, easy adaptions and
smooth running of an enterprise. For example, if a concern shifts from
handlooms to powerlooms, an important change in technique of production
takes place. The resulting factors are less of manpower and more of
machinery. This can be resisted by the subordinates. The manager here can
explain that the change was in the benefit of the subordinates. Through more
mechanization, production increases and thereby the profits. Indirectly, the
subordinates are benefited out of that in form of higher remuneration.

6. Efficient Utilization of Resources – 

Direction finance helps in clarifying the role of every subordinate towards

his work. The resources can be utilized properly only when less of wastages,
duplication of efforts, overlapping of performances, etc. doesn’t take place.
Through direction, the role of subordinates become clear as manager makes
use of his supervisory, the guidance, the instructions and motivation skill to
inspire the subordinates. This helps in maximum possible utilization of
resources of men, machine, materials and money which helps in reducing
costs and increasing profits.

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VIII. TECHNIQUES OF DIRECTING

In order to direct the subordinates effectively, managers use several techniques.

Some of these techniques are delegation, supervision, orders and instructions.

1. Delegation

Delegation is the process by which the manager assigns specific

tasks/duties to worker with commensurate authority to perform the job.
Delegation is one of the most important methods of organizing and also a
skill required to a manager. A manager by dividing his work and shared his
responsibilities with others, he can smoothly and effectively with delegation.
By delegating well defines tasks and responsibilities, the nurse manager can
be freed of voluble that can well be spent on planning and evaluating nursing
programs and activities. Delegation of authority implies that a superior
entrusts his subordinates with certain rights or powers. He assigns a part of
his work to the subordinate and authorizes him to do the work. Delegation is
a useful technique of directing. It is a means of sharing authority with a
subordinate and providing him an opportunity to learn.

2. Supervision

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 Supervision is working together to achieve the organizational goals.
Supervision can be defined as a process by which the subordinates are
according to their needs by their immediate superiors to make the best use of
their abilities so as to do their efficiently and affectively and with increasing
satisfaction to themselves and to the organization in which they function.
Supervision implies expert overseeing of people at work in order to ensure
compliance with established plans and procedures. Every executive has to
supervise the work of his subordinates. At the operating level, supervision is
the most significant part of a manager’s job. The supervisor is in direct touch
with the workers. He teaches proper work methods, maintain discipline and
work standards and solves workers’ grievances or problems.

3. Orders and Instructions

Issuing of orders and instructions is essential to direct the subordinates
so that they may work efficiently and effectively for the realization of
predetermined objectives. The giving of orders and instructions to
subordinates in an indispensable component of directing and no manager can
get things done without them. Generally, the terms order, instruction,
directive and command are used interchangeably in management literature.
An order, directive or command is a means of initiating, modifying or
stopping an activity. It is a primary tool of directing by means of which
activities are started. Altered, guided and terminated.

4. Leadership:
Leadership is the lifting of man’s visions to higher sights, the raising
of man’s performance to a higher standard, the building of man ·s
personality beyond its normal limitations. Leadership is the process of
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 influencing the thoughts and actions of other people ( a person or a group) to
attain the desired objectives

5. Motivation:
Motivation is the process of channeling a person’s inner drives so that he
wants to accomplish the goals of the organization. Motivation is a behavioral
concept by which we try to understand why people behave as they do. It
concerns those dynamic processes which produce a goal-directed behavior.
A goal-directed always begins with the individual feeling certain needs
( also referred to as drives or motives). These needs give an energizing thrust
to the individual toward certain goals or incentives which he perceives
(rightly or wrongly) as possible satisfier of his needs.

6. Communication:
Communication is the basic element of human interactions. It is one of the
most vital components of all nursing practice. A great deal of nursing
practice involves interpersonal communication skills. For example,
communication between the nurse and other members of health team,
personnel in other health care agencies or the public. Communication is also
a component of therapy, nurses who communicate effectively are able to
initiate change that promotes health, establish a trusting relationship with
patients and with others, and prevent legal problems associated with nursing
practice.

7. Coordination:
Coordination is the orderly synchronization or fitting together of the
interdependent efforts of individuals, in order to attain a common goal. For
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 example, in a hospital, the activities of doctors, nurses, ward attendants, and
laboratory technicians must be properly synchronized if the patient is to
receive good care. Similarly, in a modem enterprise, which consists of a
number of departments, as production, purchase, sales, finance, personnel,
etc. there is need for all of them to properly time their interdependent
activities and to efficiently reunite the subdivided work.

IX. ROLES AND FUNCTIONS OF DIRECTING

1. Direction initiates actions to get the desired results in an organization.

2. Direction attempts to integrate employees· effort by identifying their
capabilities.
3. Direction facilitates changes in the organization and keeps the elements like
supervision, motivation, leadership and communication effective.
4. Direction ensures that every employee work for organizational goals.
5. Direction tries to get the best from the employees. It provides way to
channelize the efforts and utilize their capabilities.
6. Direction provides stability and balance in the organization through
coordination and cooperation among personnel.
7. It increases efficiency and effectiveness in the organizational functioning.

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X. APPLICATION OF DIRECTING IN NURSING SERVICE AND
EDUCATION

ROLE AS A DIRECTOR OF NURSING SERVICES 

1. Conduct and administer fiscal operations, including accounting, planning

budgets, authorizing expenditures, establishing rates for services, and
coordinating financial reporting.
2. Consult with medical, business, and community groups to discuss service
problems, respond to community needs, enhance public relations,
coordinate activities and plans, and promote health programs.
3. Develop and implement organizational policies and procedures for the
facility or medical unit.
4. Direct or conduct recruitment, hiring and training of personnel. Direct,
supervise and evaluate work activities of medical, nursing, technical,
clerical, service, maintenance, and other personnel. Direct, supervise and
evaluate work activities of medical, nursing, technical, clerical, service,
maintenance, and other personnel
5. Establish work schedules and assignments for staff, according to
workload, space and equipment availability.
6. Maintain awareness of advances in medicine, computerized diagnostic
and treatment equipment, data processing technology, government
regulations, health insurance changes, and financing options.
7. Maintain communication between governing boards, medical staff, and
department heads by attending board meetings and coordinating
interdepartmental functioning. Plan, implement and administer programs

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 and services in a health care or medical facility, including personnel
administration, training, and coordination of medical, nursing and
physical plant staff.
8. Review and analyze facility activities and data to aid planning and cash
and risk management and to improve service utilization.
9. Establish objectives and evaluative or operational criteria for units they
manage. Monitor the use of diagnostic services, inpatient beds, facilities,
and staff to ensure effective use of resources and assess the need for
additional staff, equipment, and services.
10.Prepare activity reports to inform management of the status and
implementation plans of programs, services, and quality initiatives.
11.Manage change in integrated health care delivery systems, such as work
restructuring, technological innovations, and shifts in the focus of care.
12.Inspect facilities and recommend building or equipment modifications to
ensure emergency readiness and compliance to access, safety, and
sanitation regulations.
13.Develop and maintain computerized record management systems to store
and process data such as personnel activities and information, and to
produce reports.
14.Develop instructional materials and conduct in-service and community-
based educational programs.
15.Develop or expand and implement medical programs or health services
that promote research, rehabilitation, and community health.

ROLE AS A NURSING EDUCATION DIRECTOR 

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 This is advanced professional nursing work in planning and coordinating nursing
inservice education and training programs or planning and coordinating a student
nurse affiliation program. .

A.SUPERVISORY/MANAGERIAL FUNCTIONS:

1. Planning - Employees establish goals and objectives for the area of

assignment, and plan and prepare curricula logistics and schedules. They
assess training needs of the facility or student nurses and provide a plan for
training and clinical experiences in order of priority; these are negotiated
with each school of nursing or nursing management. Employees are
responsible for the most effective utilization of staff and available resources.

2. Organizing and Directing - Employees implement changes within the

nursing inservice education and training programs or student nurse
affiliation program to accommodate changes in curricula, to enhance
learning needs and assure quality care for patients. Employees supervise the
daily classroom and clinical responsibilities and assignments in the assigned
program.

3. Budgeting - Employees identify and prioritize resources, equipment, space,

travel and staffing needs; these needs are presented to the respective
supervisor who has responsibility for evaluating and justifying budget needs
and operating within the budget.

4. Training - Employees in this class assess training needs of the facility or

student nurses, plan and teach courses, negotiate the programs with the
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 respective schools or supervisor, and stay abreast of changes impacting on
the program. An employee orients new training staff and school instructors
and provides for continuing education opportunities.

5. Setting Work Standards - Employees are responsible for establishing and

managing work standards for their respective program areas   

6. Reviewing Work - Work is reviewed technically to ensure quality of

training in relation to curricula content and design, methodology of
presentation, and to the objectives and goals. Work is reviewed for progress
on individual plans of work, through presentation of material and training
evaluations, and discussions with staff management and affiliating school
personnel.

7. Counseling and Disciplining - Employees may issue an oral warning, but

primarily resolve minor discipline and performance problems.

8. Performing Other Personnel Functions - Employees participate with the

interviewing and selection of staff, work planning, performance evaluations
and merit increments.

II. SCOPE AND NATURE OF WORK SUPERVISED:

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a) Dynamics of Work Supervised - The work is relatively stable with periodic
changes in licensing and certification requirements; nursing practice act
changes; state, ICF and JCAH standards, requirements and changes; advances
in technology, or professional nursing program and/or changes in
organizational structure. Work requires the coordination of other disciplines
involved with providing nursing and/or other clinical programs and
experiences.

b) Variety of Work Supervised - Employees are responsible for the development

and management of nursing inservice education and training programs or a
student nurse affiliation program.

c) Number of Employees Responsible For - Employees supervise five or less

professional and/or paraprofessional staff in the process of providing a nursing
education or student nurse affiliation program.

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 MOTIVATION

I. INRODUCTION
Motivation is derived from the Latin word movere which means ‘to move or
to energize’ or to activate’. It is a process that produces energy or drive in
the individual to proceed with an activity. The activity is aroused, fulfills the
need and reduces the drive of tension. Motivation is often used to refer to an
individuals goals, needs, wants and intentions. For example, when one is
hungry, the need is food and it induces drive. When the food is searched for,
the hunger drive is reduced. All human behavior is motivated by something.
Very little human behavior is completely random or instinctive. People do
things for a reason, i.e. to get certain results, and thus, behavior is relatively
predictable.

II. MEANING OF MOTIVATION

The term motivation has been derived from the word motive. Motive is
anything that initiates or sustains activity. It is an inner state that energises,
activates or moves and that directs or channels behavior towards goals.
Motive is a psychological force within an individual that sets him in motion.
Behind every human action there is a motive. According to E.F.L. Brech,

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 “Motivation is a general inspirational process which gets the members of the
team to pull their weight effectively, to give their loyalty to the group, to
carry out properly the tasks that they have accepted and generally to play an
effective part in the job that the group has undertaken.”

III. DEFINITION OF MOTIVATION

According to Dubin has defined motivation as “The complex of

forces starting and keeping a person at work in cm organization. Motivation
is something that moves the person to action and continues him in the course
of action already initiated.

According to Dalton E. McFarland, “Motivation refers to the way in

which urges, drives, desires, aspirations, strivings or needs direct, control or
explain the behavior of human beings.

According to Young, Motivation is the process of arousing the

action, sustaining the activity in process and regulating the pattern of
activity.

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IV. NATURE OF MOTIVATION

An analysis of the above definitions Will reveal the following characteristics

of motivation

1. Motivation is a Personal and Internal Feeling: Motivation is a

psychological phenomenon which generates within an individual.
Motives are the energetic forces within a person that drive him to action.
It .can’t be observed directly .we can observe an individual’s actions and
then interpret his behavior in terms of underlying motives. This leaves a
wide margin of error. Our interpretation may not reveal the individual’s
true motivation.

2. Motivation Produces Goal-directed Behaviour: Motivation is a

behavioural concept that directs human behavior towards certain goals.

3. Motivation is a Continuous: Human needs are unlimited: Therefore,

motivation is an ongoing process. The individual tries to find alternatives
to satisfy his needs.

4. Motivation is Complex. Individuals differ in their motivation. Different

people seek different things or they work for different reasons. Human
needs and motives are varied and they change from time to time. Human
motivation is partly logical and partly emotional. Part of it is in the
subconscious state and not measurable while the other part is visible, in
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 observed behavior. People satisfy their needs in many different ways.
Moreover, goal-directed behavior does not always lead to need
satisfaction.
For example, if two men are engaged in cutting stones tor
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.

5. Motivation is System-oriented: Motivation is the result of interplay

among three groups of factors:
a) influences operating Within an individual, e.g., his goals, needs, and
values;
b) influences operating within the organization, e.g., organization structure,
technology, physical facilities and nature of the job, etc.; and
c) forces operating in the external environment, e.g., culture, customs,
norms, etc. of the society.

6. Motivation can be Either Positive or Negative. Positive motivation

implies use of pay, incentives, etc. w satisfy human needs while negative
motivation emphasizes penalties, e.g., reprimands, threat of demotion,
fear of loss of job, etc.

7. Motivation is Different from Job Satisfaction. Motivation is the drive

to satisfy a want and it is concerned with goal-directed behavior.
Satisfaction refers to contentment experienced after the satisfaction of a
want. Motivation is the process while satisfaction is the outcome or
consequence.
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V. IMPORTANCE OF MOTIVATION

Motivation is one of the most crucial factors that determine the

efficiency and effectiveness of an organization. All organizational facilities
will remain useless unless are motivated to utilize these facilities in a
productive manner. Motivation is an integral part of management process
and every manager must motivate ‘his subordinates to create in them the will
to work. High motivation provides the following advantages:

1. Higher Efficiency:

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 Motivation is an effective instrument in the hands of management to
maximize efficiency of operations. A worker may be very competent but no
activity can take place until the individual is willing to perform that activity.
What employees do depends largely on how much and why they want to do.
Motivated employees give greater performance than demotivated ones.

2. Optimum Utilisation of Resources.

Motivation inspires employees to make best possible use of different

factors of production. They work whole-heartedly to their abilities and
potential in minimizing waste and cost .The enterprise can maximum use of
its physical and financial resources .

3. Reduction in Labour Turnover.

High motivation leads to job satisfaction of workers. Opportunities for need

satisfaction make employees loyal and committed to the organization. As a
result labour absenteeism and turnover are low.
4. Better Industrial Relations.

Increased labour productivity in turn results in higher wages for

employees. Motivational schemes create integration of individual interests
with organizational objectives. There arises a sense of belonging and mutual
cooperation at all levels. Motivation will foster team spirit among workers.
This will reduce labour unrest and create better relations between
management and workers

5. Easier Selection.

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 An enterprise that offers abundant financial and nonfinancial
incentives enjoys reputation in the labour market. Therefore, it can
easily attract competent persons for filling various vacancies.

6. Facilitates Change.

High motivation helps to reduce resistance to change. An organization

has to incorporate changes to cope With environmental changes. Properly
motivated employees accept, introduce and implement these keeping the
organization effective.

VI. COMPONENTS OF MOTIVATION

Motivation comprises of three main components
1. Direction
2. Effort
3. Persistence

Direction: 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.

Effort: 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.

Persistence: Part where we have to be persistent with our efforts and keep
doing them.

VII. APPROACH OF MOTIVATION

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 The manager has to ponder over how to utilize the organization ·s
personnel to their maximum potential and explore the lacunae that may cause a
hindrance in the achievement of organizational goals. Some motivational
approaches followed by managers to achieve organizational goals effectively
are described below.

a) Be-strong approach:

Conventionally, the management resorted to being strong. According

to this approach, the enterprise put a thrust on economic rewards. The
assumption was that people work more efficiently if threatened with
financial loss or penalty on failure to do their job. The higher the work
efficiency, the better was the reward. This proved beneficial in the past
because people believed in leading simple lives and had no other
expectations from their job. In contrast, the expectations of personnel have
risen beyond money these days. They expect good working conditions and
many more incentives. Moreover, the growth of unions has made it difficult
to fire personnel from their jobs.

b) Be-good paternalistic approach:

The be-good approach refers to rewarding personnel to get productive work

in return. Rewards may include job security, recreation, fair supervision and
sound working conditions. This approach may prove futile in achieving its
purpose because the personnel may take it as a load or a compulsion. Work
is a way of paying back to the organization and hampers their freedom to
work.

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 c) Effort reward approach:

This approach operates on the basis of the effort or endeavour on the

part of personnel to achieve organizational objectives. The manager sets up
standards of practice and observes adherence to these standards. Ultimately,
the reward is decided on the basis of performance. This gives a sense of
motivation and adherence to work. This approach makes the personnel more
money-minded as they exploit their fullest potential to be promoted or
receive higher remuneration. The pitfall of this approach is that it fails to
provide the employees with job satisfaction.

VIII. TYPES OF MOTIVES

Motives can also be classified as:

1. Physiological or primary motives

2. Social or secondary motive.
3. Personal motives

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 4. Unconsciousmotive

A. PHYSIOLOGICAL OR PRIMARY MOTIVES

Physiological motives are called biological or organic motives. These

include hunger, sex, thirst, the need for oxygen, rest and sleep, avoid or seek
relief from pain, activity and the elimination needs.

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1. Hunger Motive
Hunger is seen to be a very dominant motive. If hunger motive is not
adequately satisfied, behavior of the individual undergoes a series of
changes, which includes lowering of their morale. When the food supply of
the body has been exhausted, certain biochemical changes take place in the
tissues of the body. This causes the stomach to contract, which gives hunger
pains. Hunger must be satisfied in order to help the body to return to a
physiological balance or homeostasis.

2. Thirst Motive
When deprived of water over a long period the individual becomes
excessively restless and needs intake of water. The tissues of the body lose
fluid when fluids have not been taken in. As a result the mucous membranes
of the throat become dry and cause sensation of thirst.

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3. Respiratory Motive
It is the drive for air and oxygen. One cannot survive for long without a
regular supply of air or oxygen. When an individual suffers from oxygen
want, his memory, sensory activity and muscular control are seriously
impaired

4. Need for Rest and Sleep

Need for sleep is one more physiological motive. When the body continues
activities without rest or sleep for a long time, it is possible to experience
confusion, fatigue and discomfort.

5. Need for Elimination of Waste

When the bladder or intestine becomes distended with waste material they
cause pressure and discomfort. The person becomes restless until the waste
materials are disposed off and pressure relieved.

6. Sex Motive
With the onset of puberty, the sex glands start functioning and as a result the
sex drive is stimulated. Though it is a physiological drive it is regulated by
customs, traditions and religious conventions. The initial drive to activity
comes from nerves tensions within the body set up by sex hormones. Its
expression is subject to moral codes and civil law. We have to sublimate this
sex drive by engaging ourselves with art and painting, creative writing,
dramatics, etc.

B. SOCIAL OR SECONDARY MOTIVES

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 Human beings are not only biological but also social beings. Therefore,
human behavior activated by social motives such as, affiliation motives,
need for status, power, motives and social approval. These motives develop
through relationship with people.

1. Affiliation Motives
We all love company. In general, pleasure of life cannot be enjoyed without
company. We all resent loneliness. Even the simple routine activities of
eating and drinking cannot be enjoyed without company. The need to be
with other people is referred to as affiliation need. It is revealed by a need to
be attached to others through friendship, sociability or group membership.
Need to rely on others, which is Called dependency motive is one form of
the need for affiliation. The motive of affiliation is universally seen in all
human cultures.

2. Need for Status

Almost all individuals have a desire to have some standing or position
among the people of his society or group. Nobody likes to considered
inferior.

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3. Power Motive
Toe desire to be in a position of control. To be the boss, to give orders, to
command respect and obedience is called the power Power motive directs
the behavior of dictators, gang leaders and the builders fraudulent financial
empires.

4. Social Approval
We try our best to avoid doing anything that may evoke social disapproval.
We often show almost compulsive tendency to conform to the norms set by
our social group.

C. PERSONAL MOTIVES
They are allied with physiological needs and common social motives, but
they are so much individualized that they are no longer common. They are
our wants and aspirations, are not shared commonly by others. Need for
achievement, vocational ambitions and life goals, specific interests, habits
and attitudes, levels of aspiration, curiosity and fear are our personal
motives.

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1. Need for Achievement
Achievement motivation refers to a drive towards some standard of
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excellence. People with high need for achievement prefer tasks which would
promise success and are moderately difficult. David C McClelland has found
that while high achievers tend to succeed, low achievers tend to avoid
failures. High achievers challenge failures and work harder, while low
achievers accept failure and go for less difficult task. High achievers prefer
personal responsibility and like to get feedback about their works.

2. Vocational Ambitions and Life goals

These desires are common to many others, but there is something unique
about each ones desires. These are powerful determinants of our behavior.

3. Levels of Aspiration
40
 Levels of aspiration imply the degrees of expectation which a person has, i.e.
how much he expects to accomplish or achieve. We may have the same
ambition or life goal, but may have different levels of aspiration. In general
people tend to set their goals slightly higher than the level they are sure of
attaining. This is a healthy tendency for progress. However there are a few
who set their level of aspiration much higher or lower in comparison to their
actual level of performance leading to frustrations and disappointments.
Repeated failure may lower the level of aspiration

4. Force of Habit
A habit which has been formed acts as a drive and compels us to continue
the accustomed ways of doing things. In other words, habits once formed
persist and influence our behavior greatly

5. Interests and Attitudes

The interests we have developed and the attitudes we have formed color our
everyday behavior in many ways.

6. Curiosity
This is a motive which is close to exploration. Exploration is a drive that
aids the satisfaction of curiosity. The extent of mans knowledge and
experience widens as a result of this drive. Curiosity thus adds to our
competency.

7. Fear

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 Fear is a learned motive. It motivates individuals to escape from fear
producing situation. Fear may also interfere with the satisfaction of other
motives.

D. UNCONSCIOUS MOTIVES
Unconscious motives are those of which we are not aware of. They may be
in the form of our repressed desires or wishes or complexes. They
determine our irrational fears or phobias, eccentric likes and dislikes,
chronic headaches and gastric troubles ( for which we have no organic
causes) and also neuroses and insanities ..
According to Freud, it is me unconscious mind that guides, directs and
motivates dreams.

IX. METHODS OF MOTIVATION

Motivation is the action people take to satisfy unmet needs. It is the

willingness to put effort into achieving a goal or reward to decease the
tension caused by the need. Intrinsic motivation comes from within the
person, driving him or her to be productive. To be intrinsically motivated at
work, the worker must value job performance and productivity.

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a) INTRINSIC MOTIVATION:

Refers to motivation that comes from within the person, driving him or her
to be productive. It is related to a persons 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.

The intrinsic motivation to achieve is directly related to a persons

level of aspiration. Parents and peers play major roles in shaping a persons
values about what he or she wants to do and be. Parents who set high but
attainable expectations for their children and who constantly encourage them
in a nonauthoritative environment tend to impart strong achievement drives
in their children. Cultural background also has an impact on intrinsic
motivation; some cultures value career mobility, job success, and
recognition more than others.

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 b) 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.

X. THEORIES OF MOTIVATION

Over the years many psychologists have attempted to define and categories
what motivates people. This became particularly important after the Second
World War as the Western nations attempted to rebuild their drained
industrial economies, and during the ·50s and 60s’ much was researched and
written about Human Relations. It was recognized that people who worked
in organizations were more than just numbers and, if properly managed,
could not only produce more, but also contribute more.

From the 1950, industrial psychologist and industrial sociologist have

given too much attention on motivation and achievement, and many
publication have been Published about motivation. These publication have
been contribution to motivation five basic views of motivation have been
presented through Maslows hierarchy of need, Theory, Hertzberg’ s
motivation, Hygiene theory, McClelland’ s needs theory and Vroom
valenceexpectancy theory and the Porter-Lawler model of motivation.

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Management can do its job effectively only through motivating people to
work for the accomplishment of organizational objectives. But according to
Maslow, McGregor and Vroom, it is difficult to understand motivation
without considering what people want and expect from their work. Among
the various theories of motivation, the Maslows theory is considered very
significant since it highlights the needs of people.

CONT
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A. CONTENT THEORY

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1. MASLOW NEEDS HIERARCHY THEORY

Abraham H. Maslow, (198-1970) an eminent American psychologist,

developed a general theory motivation, known as the ‘Need hierarchy
theory. Abraham Maslow suggested that five basic classes of needs or
motives influence human behavior.

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 According to Maslow, needs at the lowest level of hierarchy must be
satisfied before people can be motivated by higher-level goals. According to
Maslow the five levels of motives from bottom to the top of the hierarchy
are:

on .
needs
needs
need
need s
act ualiza
Safety
Social
Estee mti
Self-

Physiological needs: Physiological needs refers to the basic requirements of

human beings, e.g. food, clothing and shelter. They are at the lowest level in
the hierarchy of needs by adequate wages and work environments.

Safety or security: People need physical, emotional and financial safety;

these needs may include security of job, pension, insurance for accident and
death.

Social needs: Human nature is special. They need society to perform

activities. Society consists of affection belonging, friendship and social. It is
suggested that organization should encourage the formation of constructive
informal groups, friends at work, employee clubs satisfy social needs.

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 Esteem (ego needs): Achievement, competence, knowledge, independence
and respect contribute to one’s self-confidence and self-esteem.
Management can help meet those needs managers should help subordinates
their development through the recognition of their good work.

Self-actualization: It refers to man’s desire for excellence in his chosen area

by maximizing his potential, felling of accomplishment, responsibility,
important, challenge .advancement opportunities for growth contribute to
self.

APPLICATION OF MASLOW’S THEORY IN NURSING

ADMINISTRATION

If Maslows theory is true, there are some very important leadership

implications to enhance workplace motivation. There are staff motivation
opportunities by motivating each employee through their style of
management, compensation plans, role definition, and company activities.

a) Physiological motivation; Facilitate midmorning/ lunch break, pay salaries

fair price canteen in the hospital campus that allow nurses to buy life’s
essentials.
b) Safety needs: Provide a safe working environment, sufficient job security,
and freedom from threats to nurses.
c) Social needs: Generate a feeling of acceptance, belonging by reinforcing
team dynamics and organize informal gathering of nursing personnel.
d) Self-esteem: Recognize achievements and recognize the exemplary nursing
services, assign important and innovative projects, and provide status to
make nursing personnel feel valued and appreciated.

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e) Self-actualization: Offer challenging and meaningful work assignments
which enable innovation, and progress according to long-term goals.

2. THEORY ‘X’ AND THEORY ‘Y’

Douglas McGregor has advocated theories as theory ‘x’ and theory ‘y’. It is
traditional management theories. Theory ‘x’ leads management naturally and Y
to an emphasis on the tactics of control procedure and techniques for telling
people what to do, for determining whether they are doing it, and for
administering rewards and punishment.

Factors Theory X Theory Y

Work Disliked and avoided Liked and accepted
Control Managerial control Self-control employees
Direction Formal by supervision Self-direction by
Responsibility Avoided -employees
Change Resistance Learn to accept and seek
Needs Lower order needs Accepted
Goals Focus on organizational Higher order needs
-goals Integrates of individual
and organization goals.

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Theory ‘x’ assumes that people want direction, have little ambition, avoid
responsibility, but want security. A manager with a theory ‘x’ philosophy would
probably use fear and threats to motivate personnel supervise closely, delegate
this responsibility and not consider personnel participation in planning.

Theory ‘y’ on the other hand, leads to a preoccupation with the nature of
relationship, with creativity an environment which will encourage commitment
to organization objectives.

This theory McGregor makes the assumption that people like and enjoy work
self-directed and seek responsibility. A theory ‘y’ philosophy will use positive
incentives such as praise and recognition, give general supervision, provide
opportunities for individual growth, delegate responsibilities, and encourage
participation in problem solving.

APPLICATION OF THEORY X AND THEORY Y

Quite a few organizations use Theory X today. Theory X encourages use of

tight control and supervision. It implies that employees are reluctant to
organizational changes. Thus, it does not encourage innovation.

Many organizations are using Theory Y techniques. Theory Y implies that the
managers should create and encourage a work environment which provides
opportunities to employees to take initiative and self-direction. Employees
should be given opportunities to contribute to organizational well-being.

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Theory Y encourages decentralization of authority, teamwork and participative
decision making in an organization. Theory Y searches and discovers the ways
in which an employee can make significant contributions in an organization. It
harmonizes and matches employees’ needs and aspirations with organizational
needs and aspirations.

3. HERZBERG’ MOTIVATION HYGIENE THEORY OR TWO-

FACTOR THEORY

It was initiated by psychologist Frederick Herzberg, who explained that job

satisfaction and job dissatisfaction act independently of each other. The two-
factor theory (also known as Herzberg’s motivation-hygiene theory and
dual-factor theory)

According to Herzberg’s, if people are satisfied with their job, they are
receiving positive feedback, developing skills and improving their
performance. Herzberg maintains that employees can be motivated by
giving them challenging work in which they can assume responsibility.
Dissatisfaction results when people perceive that they are being treated
unfairly in pay,benefits, status, job security, supervision, and interpersonal
relationship.

Job satisfaction has two different dimensions

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a) Hygiene factors: They are extrinsic factors. The lack of those factors causes
job dissatisfaction.

b) Motivation factors: They are intrinsic factors; they are related to job
content. The presence of these factors cause job satisfaction.

Hygiene Factors Motivating Factor

Policy and administration Achievement
Technical supervision Recognition
Interpersonal relations Work itself
Salary Responsibility
Job security Advancement growth
Personal life Challenging work
Work Condition status
Fringe benefits
Paid insurance

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Eliminate job dissatisfaction:

Herzberg called the causes of dissatisfaction “hygiene factors”.

 Fix poor and obstructive company policies.

 Provide effective, supportive and non-intrusive supervision.
 Create and support a culture of respect and dignity for all team members.
 Ensure that wages are competitive.
 Build job status by providing meaningful work for all positions.
 Provide job security.

Conditions for job satisfaction:

To create satisfaction, Herzberg says you need to address the motivating factors
associated with work. Things to consider include:

 Providing opportunities for achievement.

 Recognizing workers’ contributions.
 Creating work that is rewarding and that matches the skills and abilities of
the worker.
 Giving as much responsibility to each team member as possible.
 Providing opportunities to advance in the company through internal
promotions.
 Offering training and development opportunities, so that people can
 Pursue the positions they want within the company.

APPLICATION OF TWO-FACTORS THEORY IN NURSING

ADMINISTRATION

The job should have sufficient challenge to utilize the full ability of the nursing
personnel. Nurses who show extra ordinary ability should be given increasing

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 levels of responsibility. If a job cannot be designed to use an employees full
abilities, then the person will not be motivated to work.

4. ALDERFER’S ERG THEORY OF MOTIVATION

It is the theory of Existence, Relatedness and Growth (ERG). The theory is evolved
from Maslow’s Hierarchy of needs through efforts to further understand and
expand its implications.

ERG is mostly applied to the study of human motivation in the workplace as a

device for increasing morale and productivity. It has helped researchers to
understand what constitutes job satisfaction and to identify incentives.

To bring Maslow’s need hierarchy theory of motivation in synchronization

with empirical research, Clayton Alderfer redefined it in his own terms. His rework
is called as ERG theory of motivation. He recategorized Maslows hierarchy of
needs into three simpler and broader classes of needs:

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individual’s physiological and physical safety needs.

needs fall under this class of need.

Exist
ence needs: These include need for basic material necessities. In it includes an

Relatedness needs: These include the aspiration individual’s have for maintaining
significant interpersonal relationships (be it with family, peers or getting public
fame and recognition. Maslow’s social needs and external component of esteem

Growth needs: These include need for self-development and personal growth and
advancement. Maslow’s self-actualization needs and intrinsic component of esteem
needs fall under this category of need.

APPLICATION OF ERG THEORY IN NURSING ADMINISTRATION

ERG is used as managerial tool for enhancing. Job satisfaction, Self-esteem,

coworker relationship, and team work. Nursing administration and leadership
influence and contribute to wards the motivation of nursing personnel

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5. McCLELLAND’ THEORY OF NEEDS

David McClelland proposed this theory explains that an individuals specific needs
are acquired over time and are shaped by one’s life experiences. This is also
explained as acquired-needs theory. Most of these needs can be classified as
achievement, affiliation, or power. A person’s motivation and effectiveness in
certain job functions are influenced by these three needs. McClellands theory
sometimes is referred to as the three need theory or as the learned needs theory.

This theory focuses on three needs:-

a) Need for achievement (nAch): This is the need to achieve excel and
succeed. A person with this type of need will set goals that are challenging
realistic. This type of person prefers to work alone or with other high
achievers. They do not need praise or recognition. Achievers avoid low-risk
situations because the easily attained success is not a genuine achievement.
In high-risk projects, achievers see the outcome as one of chance rather than
one’s own effort. High achiever individuals prefer work that has a moderate
probability of success, ideally a 50% chance. Achievers need regular

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 feedback in order to monitor the progress of their achievements. They prefer
either to work alone or with other high achievers.

b) Need for power (nPow): The second type of “need for power” is the need
for institutional power. People with the need for institutional power; want to
direct the efforts of their team, to further the objectives of their organization.
Managers with a high need for institutional power tend to be more effective
than those with a high need for personal power.
c) Need for affiliation (nAff): This is the need for friendly relationships and
human interaction. They will perform best in a cooperative environment.
McClelland said that a strong need for affiliation will interfere with a
manager’s objectivity. The “need to be liked” will affect a manager’s
decisions, prompting them to make decisions to increase their popularity
rather than furthering the interests of the organization.

APPLICATION OF McCLELLAND’S THREE NEEDS THEORY OF

MOTIVATION IN NURSING ADMINISTRATION

The nurse administrator should understand that people with different needs are
motivated differently. Nurses who are high achievers should be given
challenging projects with achievable. They should be provided frequent
feedback.

Nurses with a high affiliation need perform best in a cooperative environment.

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B. PROCESS THEORY OF MOTIVATION

1. Adams Equity Theory of Motivation

Adams Equity Theory is named after John Stacey Adams, a workplace and
behavioral psychologist who developed his job motivation theory in 1963.

Adams’ Equity Theory describes that employees become

demotivated, both in relation to their job and their employer, when they feel
their inputs are greater than the outputs. Employees feel a disparity between the
input and output.

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Motivation is enhanced by facilitating a balance between the input and

output. That means, finding this fair balance serves to ensure a strong and
productive relationship is achieved with the employee, with the overall result
being contented, motivated employees.

APPLICATION OF ADAMS’ EQUITABLE THEORY OF MOTIVATION

IN ADMINISTRATION

The nurse administrator has to keep in mind that when nursing personnel are
assessed whether the inputs they demonstrate are fair. The employee will
often compare their colleagues work inputs and outputs with their own. The
comparison will often be made with an employee at a similar level in the
organization.

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 To motivate nurses the administrator should ensure that they are facilitated
with fair number of working hours, work responsibilities, their input and
loyalty, and the support and feedback given by the administration.

The administration should facilitate a decent salary benefits, rewards and

recognition for outstanding performances, objective performance appraisal,
leave benefits and flexibility in dealing with nursing personnel.

When nursing personnel believe that their work outputs are not equal or
Lesser than their inputs then the employee will become demotivated.

2. GOAL SETTING THEORY OF MOTIVATION

Goal setting theory is refers to the outcome of established goals on

organizational performance. Edwin Locke is the authority of this theory and
describes his research findings. He observed in his research that individuals
who formulate specific and difficult goals performed better than those who set
general and easy goals.

Goal setting theory of motivation is a theory which states that there is an

inseparable link between goal setting and task performance. It states that
specific, measurable and attainable goals motivate an employee to achieve the
goal.

Locke proposed five basic principles of goal setting: clarity, challenge,

commitment, feedback, and task complexity.

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 Clarity: A goal that is clear, measurable and well defined is more achievable
than one that is poorly defined. One of the criteria for the most effective
goals is defining a time frame for completion of the goal.

 Challenge: The goal must have a reasonable difficulty level in order to

motivate a person to work hard towards achieving the goal.

 Commitment: When a goal is set, the individual put hard work to achieve
the goal. He may identify resources to increase the input to strengthen the
outcome to meet that goal.
 Feedback: In order to monitor the progress made in the performance in
achieving the goal, a method of feedback mechanism is important.

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  Task complexity: Give enough time to overcome the complexity. If a goal
is especially complex in the task. Or, if a goal is really tough, make sure to
give some time in addition to complete the goal.

Advantages of goal setting theory:

a) Goal setting theory is a technique used to raise incentives for employees to

complete work quickly and effectively.
b) Goal setting leads to better performance by increasing motivation and
efforts, but also through increasing and improving the feedback quality.

Limitations of goal setting theory:

a) At times, the organizational goals are in conflict with the managerial goals.
Goal conflict has a detrimental effect on the performance if it motivates
incompatible action drift.
b) Very difficult and complex goals stimulate riskier behavior.
c) If the employee lacks skills and competencies to perform actions essential
for goal, then the goal-setting can fail and lead to undermining of
performance.
d) There is no evidence to prove that goal-setting improves job satisfaction.

APPLICATION OF GOAL SETTING THEORY OF MOTIVATION IN

NURSING ADMINISTRATION

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 Set or Review Organizational Objectives

The nurse administrator needs to define and clarify organizational objectives

to nursing personnel.

 Ensure the Goals are Attainable and Relevant to the Work Unit

Once the objectives are set the administrator ensures that they are dear to
nursing personnel. She makes sure that the goals are attainable and the
employees feel accountable.

 Encourage Participation in Goal Setting

The administrator encourages nurses in sharing and discussing the goals
formulated to understand the reason for formulating such goals. This allows
every nurse to set goals to align with the orgaruzational goals and also
allows for an increase for personal responsibility of their objectives. This
enhances motivation among nursing personnel to do better performance as
self-direction, decision-making, and responsibility is felt by individual
nurses.
 Monitor Progress
The goals and objectives are developed based on criteria that are Specific,
Measurable, Attainable, Relevant, Time-based, (SMART) can be monitored.
She makes sure goal has mini goals, and adequately monitors goal
performance and accountability.
 Evaluate and Reward According to Performance
Nurses are evaluated on their performance related to the goal, and
retrospectively include rewards, such as compensation and provide
appropriate feedback.

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3. VROOM EXPECTANCY THEORY OF MOTIVATION

Victor Vroom proposed Expectancy Theory. This theory believes that all
human behavior results from conscious choices among alternatives. The
purpose of this conscious choice is to maximize satisfaction and minimize
pain.
The key elements to this theory are referred to as following:
 Valence (V)
 Instrumentality (I)
 Expectancy (E).

Valence:

Refers to the perception of individuals psychologically to hold with respect to

outcomes or rewards. It may range from the score from -1 to+ 1. When the
individual prefers not attaining an outcome compared with attaining it is termed
as negative valence. A zero valence is referred if the individual is indifferent to
the outcome. When the individual has the strong preference to the outcome ,it is
referred as positive valence. All motivated individuals demonstrate a positive
valence.

Instrumentality

Refers to the first level outcome will lead to the second level outcome. The
score value of Instrumentality varies from O to 1. If an employee perceives that
promotions are based on performance, instrumentality will be rated high. A low
estimate of instrumentality will be made if the employee fails to perceive a
relationship between performance and reward.

Expectancy
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Refers to an effort that will lead to completion of a task. The score value of
expectancy varies between 0 to1. If an employee sees no chance that effort will
lead to the desired performance, the expectancy is zero. On the other hand if the
employee is confident that the task will be completed, then as a the expectancy
has a value of l.

APPLICATION OF VROOM’S EXPECTANCY THEORY OF

MOTIVATION IN NURSING ADMINISTRATION

a) The administrator should know that motivation = Valence x Instrumentality

x Expectancy
b) Reward system is a motivating factor and makes nurses productive and help
in achieving organizational goals
c) The nurses goal is determined by her age, educational qualification, previous
clinical experience, economic status, culture, values and belief.
d) Assignment to nurses must match the determinants, priorities of the
organization and job.
e) Facilitate a work environment that must be satisfying nursing personnel.
f) The administrator should remember that the activities and the organizational
goals depends upon the performance and satisfaction of nurses.
g) The success of the organization depends upon the administrators leadership
style.

4. REINFORCEMENT THEORY OF MOTIVATION

BF Skinner proposed the theory of reinforcement as a theory of motivation.

According to this theory the individual’s behavior is a function arising from

consequences and is based on law of effect. That means individual repeats the

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 behavior again and again because he has experienced a positive consequences,
but he never repeats the behavior when the consequences are negative and not
satisfying. Thus, according to Skinner, the external environment of the
organization must be designed effectively and positively so as to motivate the
employee.

There are four approaches of reinforcement to motivate employees

i. Positive Reinforcement
Denotes giving a positive response when an ndividual shows positive and
desired behavior. For example, when an employee shows punctuality on his
job. Immediately praising him for maintaining punctuality will increase
probability of repetition of the same behavior again and again. It must be
remembered that more spontaneous is the giving of reward, the greater
reinforcement value it has.

ii. Negative Reinforcement

This means rewarding an employee by removing negative/undesirable
consequences. Both positive and 1egative reinforcement can be used for
increasing desirable behavior.
iii. Punishment
It is an approach of removing positive consequences so as to lower the
probability of repeating undesirable behavior in future. In other words,
punishment means applying undesirable consequence for showing
undesirable behavior. For example, cutting of the weekly off of a nurse for
breaking the ward policy.
iv. Extinction

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 It means avoiding the reinforcements. In other words, extinction implies
lowering the probability of undesired removing reward for that kind of
behavior. For instance if a nurse is no longer receives recognition for her
good work, she may feel that her behavior is producing no fruitful outcome.
Thus unintentionally lower desirable behavior.

THE APPLICATION OF REINFORCEMENT THEORY IN NURSING

ADMINISTRATION

Positive and negative reinforcement are common, and often complementary

tools used by administrators to motivate nurses. A positive reinforcement is
a reward or incentive offered to a nurse for meeting certain performance
standards. A negative reinforcement is the use of a consequence, such as loss
of pay or a demotion, to discourage an employee from underperforming or
behaving offensively or unethically. The nurse administrator uses rewards to
reinforce the behavior she expects from nurses in the hospital work
environment and uses punishments to prevent the undesirable behavior in
work setting. The administrator uses extinction approach to stop nurses from
performing a learned behavior.

XI. ROLE OF NURSE ADMINISTRATOR IN CREATING

MOTIVATING CLIMATE

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 i. Nurse administrator should apply techniques, skills and knowledge of
motivational theory to help nurses to achieve the goals of nursing service
department.
ii. The administrator’s role is to influence each nurse’s behavior and action
towards achievement of organizational objectives.
iii. Creates a conducive working environment that enhances job satisfaction.
Facilitates a motivational climate where nurses work with autonomy and
able to meet basic needs.
iv. Provision of counseling and guidance, coaching and training to increase
individual nurses performance and creates a productive climate.
v. Applies positive and negative reinforcements, punishment and extinction
approaches of motivation to enhance organizational behavior among nurses.
vi. Monitors performance and provides feedback to nurses for improvement if
any and she knows clear expectation for nurses, and communicate these
expectations effectively to nurses.
vii. Be fair and consistent when dealing with all nursing personnel and
Demonstrates effective leadership style.
viii. Identifies the strengths of nurses and provide experiences that challenge or
stretch the employee, and allow opportunity for growth.
ix. Involves nurses in goal setting and decision-making.Creates a trustful and
helping relationship with employees. Uses her authority to provide formal
reward systems.
x. Uses positive feedback to reward the individual employee.Develops unit
goals that integrate organizational and subordinate needs.
xi. Maintains a unit environment that eliminates or reduces job dissatisfies.
Promotes a unit environment that focuses on employee motivation. Assign

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 work duties commensurate with nurses’ abilities and post performance to
foster a sense of accomplishment in them.
xii. Identifies achievement, affiliation or power needs of subordinates and
develops appropriate motivational activities for subordinates.

XII. ROLE AND FUNCTIONS OF MANAGER IN MOTIVATION

1. The manager should apply techniques, skills and knowledge of motivational

theory to help nurses to achieve what they want out of work. At the same
time, these individual goals should complement_ the goals of the
organization, where manager bears the primary responsibility for meeting,
organizational goals, such as reaching acceptable levels of productivity and
quality.
2. The manager’s role is to influence each individual’s behavior and action
towards achievement of some objectives. The managers role is to influence
each individual’s behavior and action towards achievement of common
organizational objectives. Leading and motivating are the behavioural
aspects of the managers role.
3. The manager is expected to provide leadership by way of personal example
and inspire confidence and bring into play all those factors by which we can
persuade, convince and motivate his subordinates to turn in their best
performance, For proper motivation among employees, the manager has to
create:
 Conditions where workers energies are not extended totally in
meeting their basic needs,
 A climate for interdependent work rather than dependency,
 A competitive climate through recognition of good work,
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  A climate approach and problem solving rather than avoidance, and
Motivate individually through guidance and counseling.
4. One of the most powerful motivators the nurse manager can use is to create
motivating climate which is frequently overlooked or underused, i.e. positive
reinforcement.

5. Manager can create a motivating climate by being a positive and enthusiastic

role model in clinical setting. Sometimes fostering a subordinates motivation
is as simple as creating a supportive and encouraging environment, that
needs encouraging person as manager /supervisor.

6. Recognise each worker as a unique individual who is motivated by different

things. Identify the individual and collective value system of the unit; and
implement a reward system that is consistent with those values. Encourage
workers to stretch themselves in an effort to promote self-growth and self-
actualisation.

7. Maintain a positive and enthusiastic image as a role model to subordinates in

the clinical setting, Encourage monitoring, sponsorship and coaching with
subordinates.
8. Devote time and energy to create an environment that is supportive and
encouraging to the discouraged individual. Develop a unit philosophy that
recognizes the unique worth of each employee and promotes reward systems
that make each employee feel like a winner.

FUNCTIONS:
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 1. Use legitimate authority to provide formal reward systems. Use positive
feedback to reward the individual employee. Develop unit goals that integrate
organizational and subordinate needs.

2. Maintain a unit environment that eliminates or reduces job dissatisfiers.

Promote a unit environment that focuses on employee motivators.

3. Create the tension necessary to maintain productivity while encouraging

subordinate job satisfaction. Clearly communicate expectations to
subordinates.

4. Demonstrate and communicate sincere respect, concern, trust and a sense of

belonging to subordinates. Demonstrate and communicate sincere respect,
concern, trust and a sense of belonging to subordinates.

5. Assign work duties commensurate with employee’s abilities and post

performance to foster a sense of accomplishment in subordinates.Identify
achievement, affiliation or power needs of subordinates and develop
appropriate motivational strategies to meet those needs.

XIII. SUMMARY

Human behavior is controlled, directed and modified through certain motives.

When a person is hungry and is searching for food, or constructing a house, or

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 mating, or learning new skills, we will always be able to trace a motive that
guides his activities and behavior to success or failure. Motivation is that force
which impels or incites an individual’s action, determines the direction and the
rate of action. When the individual gets motivated, he experiences a tension and
disequilibrium and becomes restless His activities are then initiated, He feels a
push to behave in a certain direction.

Directing is the managerial function of guiding, inspiring Instructing and

harnessing people towards the accomplishment of desired results. It is that part
of the management process which actuates the members of an organization to
work effectively and efficiently for the achievements of the goals.

The term motivation has been derived from the word motive. Motive is
anything that initiates or sustains activity. It is an inner state that energises,
activates or moves and that directs or channels behavior towards goals. Motive
is a psychological force within an individual that sets him in motion. Behind
every human action there is a motive. According to E.F.L. Brech, “Motivation
is a general inspirational process which gets the members of the team to pull
their weight effectively, to give their loyalty to the group, to carry out properly
the tasks that they have accepted and generally to play an effective part in the
job that the group has undertaken.”

XIV. CONCLUSION

Motivation deals with complex human behavior in order to determine the factors
that prompt an individual to do his best In order to motivate the employees, the
management must, first of all, know what are the motivational factors that can
influence the behavior of persons. Though it is a simple idea, it is wrong to say that
motivation is merely a relationship between the effort and reward. According to

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this view, a higher pay will motivate the workers more strongly. But this is true
only in the case of those employees who are not getting wages or salaries that are
sufficient to satisfy their physiological needs. Money is not the only motivating
factor in the case of all employees in all circumstances.

XV. BIBLIOGRAPHY

1. Jogindra Vati. (2013). Principle and practice of nursing management and

administration. First edition. Jaypee brothers publication. Page no:346-347
2. K. Deepak .(2016). A comprehensive text book on Nursing Management.
First edition. Emmess publication.page no: 256-260
3. Sharma.k.Suresh, Sharma Reena. (2016). Communication and educational
Technology . Elsevier publication. Second Edition. Page no:58-61
4. Raj Bhaskara Elakkuvana.(2010). Management of nursing service and
education. Emmess medical publishers. First edition. Page no: 310-319
5. Gupta B C. (2006). Management theory and practice. Sultan Chand and
Sons Eucational publishers. Ninth edition. Page no: 332-335
6. Venketaraman Alamelu. (2017). Newer trends in management of nursing
services and education. First edition. Jaypee publication. Page no: 149-154
7. Thapa Pramila. (2013). Leadership and management for nurses. Jaypee
Brothers Medical Publishers. First edition . page no: 70-77
8. Clement I.(2016). Management of nursing services and education . Elsevier
publication. Second edition. Page no: 340-350

9. Basanthavappa B T.(2011). Management of nursing services and

education.First edition. Jaypee brothers medical publishers. Page no: 159-
160

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 Journal

1. Maryam T Abbah . IOSR journal of business and management. Employee

motivation : The key to effective organizational management. Volume 16.
Page no: 1-8
2. Robert Hershey . Journal of Managerial psychology. A practitioners view of
motivation. Vol.8. page no: 10-13

Online

1. https://www.slideshare.net.>mobile
2. https;//en.m.wikipedia.org>wiki
3. https://www.verywellmind.com

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