MOTIVATION

INTRODUCTION What is motivation?? Motivation is a Latin word, which means to move. It is the willingness of an individual to respond to organizational requirements. Motivation is a need or desire that energizes and directs behavior. It means inspiring others with zeal to do work for the accomplishment of the objectives of the organization. Motivation is an important function, which a manager has to perform to get things done from the people. Motivation is an action that stimulates an individual to take a course of action, which will result in an attainment of goals, or satisfaction of certain material or psychological needs of the individual. Motivation is a powerful tool in the hands of leaders. It can persuade convince and propel people to act. TERMINOLOGIES Motive: that which causes oneself to act in a particular way; reason. Motivate: cause to act in a particular way; inspire. Intrinsic: qualities or values belonging naturally or existing within. Extrinsic: qualities or values not belonging to or part of the real nature of the person or thing; coming from outside Affiliation: link or connection made by being attached. Incentives: things that encourages to do something; stimulus. Needs: want, lack or requirements Drives: desire to attain a goal or satisfy need. Rewards: something given or received in return for work, merit or service. Direction: information or instructions about what to do, where to go and how to do something. Discretion: ability of showing good judgment in what one says or does. DEFINITION Motivation may be defined as ....the complex of forces inspiring a person at work in an organisation to intensify his desire and willingness to use his potentialities for the achievement of organizational objectives ...the process or reaction which takes place in the memory of the individuals. It may be viewed as a combination of forces (motives) maintaining human activity a willingness to expend energy to achieve a goal or a reward. It is a force that activates dormant energies & sets in motion the action of people. It is the function that kindles a burning passion for action among the human beings of an organisation. ...the set of forces that causes people to behave in certain ways. ...the goal of managers is to maximize desired behaviors and minimize undesirable behaviors.

 a general term applying to the entire class of drives, desires, needs, wishes & similar forces that induce an individual or a group of people at work. -Koontz ODonnel. TYPES OF MOTIVATORS 1) 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. However, intrinsic motivation does not mean that a person will not seek rewards. It just means that external rewards are not enough to keep a person motivated. 2) Extrinsic motivation: it refers to motivation that comes from outside an individual, i.e. enhanced by the work environment or external rewards such as money or grades. The rewards provide a satisfaction and pleasure that the task itself may not provide. An extrinsically motivated person will work on a task even when they have little interest in it because of the anticipated satisfaction they will get from the reward. e.g.- reward for a student would obtain good grade on an assignment or in the class. TYPES OF MOTIVATION 1) Achievement motivation It is the drive to peruse and attain goals. An individual with achievement motivation wishes to achieve objectives and advance up the ladder of success. Hence, accomplishment is important for his/her own sake and not for the rewards that accompany it. 2) Affiliation motivation It is a drive to relate to people on a social basis. Individuals with affiliation motivation perform work better when they are complimented for their favourable attitude and co-operation. 3) Competence motivation It is the drive to be good at something, allowing the individual to perform high quality work. Competence/skill motivated individuals seek job mastery, take pride in developing and in using their problem solving skills and strive to be creative when confronted with obstacles. They learn from their experiences. 4) Power motivation It is the drive to influence people and change situations. Power motivated people wish to create an impact on their organisation and are willing to take risks.

5) Attitude motivation

Attitude motivation is how people think and feel. It is their self-confidence, their belief in themselves and their attitude to life. It is how they feel about the future and how they react to the past. 6) Incentive motivation It is where the people are motivated through external rewards. Here, a person or team reaps a reward from an activity. It is the type of rewards that drive people to work harder. 7) Fear motivation Fear motivation coercions a person to act against will. It is instantaneous and gets the job done more quickly. Fear motivation is helpful in the short run. NATURE OF MOTIVATION Unending process: human wants keep changing & increasing. A psychological concept: deals with the human mind. Whole individual is motivated: as it is based on psychology of the individual. Motivation may be financial or non-financial: Financial includes increasing wages, allowance, bonus, etc. Motivation can be positive or negative: positive motivation means use of incentives financial or non-financial. E.g. of positive motivation: confirmation, pay rise, praise etc. Negative motivation means emphasizing penalties. It is based on force of fear. Eg. demotion, termination. Motivation is goal-oriented behaviour. COMPONENTS OF MOTIVATION Motivation comprises of three main components: Direction Effort Persistence We start off by deciding what we want, which is our direction as we know where we want to go and what we have to achieve. Then we make an effort towards our goal. We start to do things and we continue our making the efforts for some time and give it everything that we have. Now comes the part where we have to be persistent with our efforts and keep doing them. SOURCES OF MOTIVATION 1) Internal or push forces: Needs For security For self-esteem For achievement For power Attitudes About self

 About job About supervisor About organization Goals Task completion Performance level Career advancement 2) External or pull forces: a. Characteristics of the job Feedback Amount Timing Work load Tasks Variety Scope Discretion How job is performed b. Characteristics of the work situation Immediate Social Environment Supervisor(s) Workgroup members Subordinates Organizational actions Rewards & compensation Availability of training Pressure for high levels of output REQUISITES TO MOTIVATE We have to be Motivated to Motivate Motivation requires a goal Motivation once established, does not last if not repeated Motivation requires Recognition Participation has motivating effect Seeing ourselves progressing Motivates us Challenge only motivates if you can win Everybody has a motivational fuse i.e. everybody can be motivated Group belonging motivates

In the initiation, a person starts feeling lacknesses. There is an arousal of need so urgent, that the bearer has to venture in search to satisfy it. This leads to creation of tension, which urges the person to forget everything else and cater to the aroused need first. This tension also creates drives and attitudes regarding the type of satisfaction that is desired. This leads a person to venture into the search of information. This ultimately leads to evaluation of alternatives where the best alternative is chosen. After choosing the alternative, an action is taken. Because of the performance of the activity satisfaction is achieved which than relieves the tension in the individual. THEORIES OF MOTIVATION The word motivation theory is concerned with the processes that describe why and how the human behaviour is activated and directed. It is considered as one of the most important areas of study in the field of organizational behaviour. There are two different categories of motivation theories- the content theories and the process theories. A) Content theories of motivation This is also called as the Need theory. It mainly focuses on the internal factors that energize and direct human behaviour. Some of the need theories are1) Abraham Maslow (1943) Maslows theory included 5 basic needs in his theory, namely the- The physiological needs, Safety and security needs, Love needs, self-esteem needs and self-actualization needs. Maslow suggested that human needs are ordered in a hierarchy from simplex to complex. Higher level needs do not emerge as motivators until lower needs are satisfied and a satisfied need no longer motivates behaviour. The simplest needs are the greatest behaviour motivators until satisfied to the degree needed for sustaining life. Until then, almost all activities will be focused at this level.

 Physiological needs: Food, water, warmth, shelter, sleep, medicine and education, etc. Once the physiological needs are met, the next level becomes predominant. Safety and security needs: These are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm. Social needs: Since people are social beings, they need to belong and be accepted by others. People try to satisfy their need for affection, acceptance and friendship. After the lower needs are well satisfied, affiliation or acceptance will emerge as dominant and the person strives for meaningful social relationship. Esteem needs : According to Maslow, once people begin to satisfy their need to belong, they tend to want to be held in esteem both by themselves and by others. This kind of need produces such satisfaction as power, prestige status and self-confidence. It includes both internal esteem factors like self-respect, autonomy and achievements and external esteem factors such as states, recognition and attention. Need for self-actualization: Maslow regards this as the highest need in his hierarchy. It is the drive to become what one is capable of becoming, it includes growth, achieving ones potential and self-fulfilment. It is to maximize ones potential and to accomplish something. 2) Alderfer ERG theory ERG theory is similar to Maslows hierarchy of needs. The existence (E) needs are equivalent to physiological and safety needs; relatedness (R) needs to belongingness, social and love needs. The growth (G) needs to self-esteem and self actualization- personal achievement and self-actualization. The major conclusions of this theory are: In an individual, more than one need may be operative at the same time. If a higher need goes unsatisfied than the desire to satisfy a lower need intensifies. When the higher level needs is frustrated; people will regress to the satisfaction of the lower-level needs. This phenomenon is known as frustration-regression process 3) Frederick Herzberg Two Factor need theory (1966) Herzberg felt that job satisfaction and dissatisfaction exists on dual scales. Workers are motivated by two types of needs/factors Needs relating to the work itself called intrinsic/motivation factors (satisfiers): challenging aspects of the work, achievement, added responsibility, opportunities for growth and opportunities for advancement Needs relating to working conditions called extrinsic/hygiene factors (dissatisfiers): salary, status, working conditions, quality of supervision, job security and agency policies. According to Herzberg, the hygiene factors must be maintained in quantity and quality to prevent dissatisfaction. They become dissatisfiers when not equitably administered, causing low performance and negative attitudes.

The motivation factors create opportunities for high satisfaction, high motivation and high performance. Absence of motivation factors causes a lack of job satisfaction. 4) David McClelland(1961) David McClelland has developed a theory on three types of motivating needs: Need for Power Need for Affiliation Need for Achievement People with high need for power are inclined towards influence and control. They like to be at the center and are good orators. They are demanding in nature, forceful in manners and ambitious in life. They can be motivated to perform if they are given key positions or power positions. In the second category are the people who are social in nature. They try to affiliate themselves with individuals and groups. They are driven by love and faith. They like to build a friendly environment around themselves. Social recognition and affiliation with others provides them motivation. People in the third category are driven by the challenge of success and the fear of failure. Their need for achievement is moderate and they set for themselves moderately difficult tasks. They are analytical in nature and take calculated risks. Such people are motivated to perform when they see atleast some chances of success. McClelland observed that with the advancement in hierarchy the need for power and achievement increased rather than Affiliation. He also observed that people who were at the top, later ceased to be motivated by this drives. 5) McGregors Theory X and Theory Y Douglas McGregor proposed two different motivational theories- theory X and theory Y. He states that people inside the organization can be managed in two ways. The first is basically negative, which falls under the category X and the other is positive, which falls under the category Y. Assumptions of theory X: Employees inherently do not like work and whenever possible, will attempt to avoid it. Because employees dislike work, they have to be forced, coerced or threatened with punishment to achieve goals. Employees avoid responsibilities and do not work until formal directions are issued. Most workers place a greater importance on security over all other factors and display little ambition. Assumptions of theory Y: Physical and mental effort at work is as natural as rest or play. People do exercise self-control and self-direction and if they are committed to those goals. Average human beings are willing to take responsibility and exercise imagination, ingenuity and creativity in solving the problems of the organization. That the way the things are organized, the average human beings brainpower is only partly used.

On analysis of the assumptions it can be detected that theory X assumes that lower-order needs dominate individuals and theory Y assumes that higher-order needs dominate individuals. An organization that is run on Theory X lines tends to be authoritarian in naturepower to enforce obedience and the right to command. In contrast Theory Y organizations can be described as participative, where the aims of the organization and of the individuals in it are integrated; individuals can achieve their own goals best by directing their efforts towards the success of the organization B) Process theories of motivation Process theories of motivation provide an opportunity to understand thought processes that influence behaviour. The major process theories are- Vrooms expectancy theory, goalsetting theory and reinforcement theory. 1) Reinforcement theory B.F. Skinners theory (1969) suggests that an employees work motivation is controlled by conditions in the external environment, that is, by designing the environment properly, individuals can be motivated. Instead of considering internal factors like impressions, feelings, attitudes and other cognitive behaviour, individuals are directed by what happens in the environment external to them. Skinner states that work environment should be made suitable to the individuals and that punishments actually leads to frustration and demotivation. Hence, the only way to motivate is to keep on making positive changes in the external environment of the organization. Positive behaviour should be reinforced or rewarded as this increase the strength of a response or induces its repetition. Reinforcers tend to weaken over time and new ones have to be developed. Negative reinforcement occurs when desired behaviour occurs to avoid negative consequences of punishment. Punishment creates negative attitude and can increase costs. 2) Expectancy theory of Vroom This theory postulates that most behaviours are voluntarily controlled by a person and are therefore motivated. It focuses on peoples effort-performance expectancy, or a persons belief that a chance exists for a certain effort to lead to a particular level of performance. This theory states that motivation depends on three variablesAttractiveness: the person sees the outcome as desirable. Performance-reward linkage: the person perceives that a desired outcome will result from a certain degree of performance. Effort-performance: the person believes that a certain amount of effort will lead to performance. 3) J. Stacy Adams Equity theory Third process theory and focuses on fair treatment. Persons believe that they are being treated with equity when the ratio of their efforts to rewards equals those of others. Equity can be achieved or restored by changing outputs, attitudes, the reference person, inputs or outputs of the reference person or the situation. People have a tendency to use subjective

judgment to balance the outcomes and inputs in the relationship for comparisons between different individuals. Accordingly,

4) Jeremy Benthams The Carrot and the Stick Approach English philosopher, Jeremy Bentham ideas developed his ideas in the early years of the Industrial Revolution, around 1800. Benthams view was that all people are self interested and are motivated by the desire to avoid pain and find pleasure. Any worker will work only if the reward is big enough, or the punishment sufficiently unpleasant. With this view, the carrot and stick approach was built into the philosophies of the age. This metaphor relates to the use of rewards and penalties in order to induce desired behaviour. It came from the old story that to make a donkey move, one must put a carrot in front of him or dab him with a stick from behind. Despite all the research on the theories of motivation, reward and punishment are still considered strong motivators. In almost all theories of motivation, the inducements of some kind of carrot are recognized. Often this is money in the form of pay or bonuses. Even though money is not the only motivating force, it has been and will continue to be an important one. The trouble with the money carrot approach is that too often everyone gets a carrot, regardless of performance through such practices as salary increase and promotion by seniority, automatic merit increases, and executive bonuses not based on individual manager performance. The stick, in the form of fearfear of loss of job, loss of income, reduction of bonus, demotion, or some other penalty has been and continues to be a strong motivator. It often gives rise to defensive or retaliatory behaviour, such as union organization, poor-quality

work, executive indifferences, and failure of a manager to take any risks in decision-making or even dishonesty. However, fear of penalty cannot be overlooked. Whether managers are first-level supervisors or chief executives, the power of their position to give or with hold rewards or impose penalties of various kinds gives them an ability to control, to a very great extent, the economic and social well-being of their subordinates 5) Goal-setting theory of Edwin Locke This theory is based on goals as determinants of behaviour. The theory states that when the goals to be achieved are set at a higher standard than, employees are motivated to perform better and put in maximum effort. The more specific the goals, the better the results produced. The goals must be achievable, and their difficulty level must be increased only to the ceiling to which the person will commit. Goal clarity and accurate feedback increases security. It revolves around the concept of Self-efficacy i.e. individuals belief that he or she is capable of performing a hard task. 6) Arousal/ Cognitive Evaluation theory Focuses on internal processes that mediate the effects of conditions of work on performance. This theory states, a shift from external rewards to internal rewards results into motivation. It believes that even after the stoppage of external stimulus, internal stimulus survives. It relates to the pay structure in the organization. Instead of treating external factors like pay, incentives, promotion etc and internal factors like interests, drives, responsibility etc, separately, they should be treated as contemporary to each other. The cognition is to be such that even when external motivators are not there the internal motivation continues. 7) Attitude theory Focuses on favourable attitudes of job satisfaction and job involvement leading to high performance. 8) Attrition/self-efficacy theory Focuses on explanations for events or behaviour. Perceptions of self efficacy and self esteem affect performance. METHODS FOR MOTIVATING EMPLOYEES 1. Job rotation: This is also known as cross training. It can be effective for employees that perform repetitive tasks in the job. This allows the employees to learn new skills by shifting them from one task to another. 2. Job enlargement: is a motivation technique used for employees that perform a very few and simple tasks. It increases the number and variety of tasks that the employee performs, resulting in a feeling of importance 3. Job enrichment: this method increases the employees control over the work being performed. It allows the employees to control the planning, execution and evaluation of their own work, resulting in freedom, independence and added responsibility.

4. Flexible time: this allows the employees to choose their own work schedule to a certain extend. 5. Job sharing: a less common method but very effective in preventing boredom. It allows employees to share two different jobs 6. Employee involvement: people want to feel like they are a part of something. Letting the employees to be more active in decision-making related to their job makes them feel valued and important to the company and increases job motivation. 7. Variable pay programs: merit based pay, bonuses, gain sharing, and stock ownership plans are some good motivators for employees. They should be offered as an incentive or reward for outstanding performance. CREATING A MOTIVATING CLIMATE As the organisation has an impact on intrinsic and extrinsic motivation, it is important to examine organisational climates or attitudes that influence workers morale and motivation. Employees want achievement, recognition and feedback, the opportunity to assume responsibility, a chance for advancement, fairness, good leadership, job security and acceptance and adequate monetary compensation. All these create a motivating climate and lead to satisfaction in the work place. e.g. nurses who experience satisfaction stay where they are, contributing to organisations retention. STRATEGIES TO CREATE A MOTIVATING CLIMATE 1. Have a clear expectation for workers and communicate effectively. 2. Be fair and consistent when dealing with all employees. 3. Be a firm decision maker. 4. Develop a team work/team spirit. 5. Integrate the staffs needs and wants with the organizations interest and purpose. 6. Know the uniqueness of each employee. 7. Remove traditional blocks between the employee and the work to be done. 8. Provide opportunities for growth. 9. Encourage participation in decision-making. 10. Give recognition and credit. 11. Be certain that employees understand the reason behind decisions and actions. 12. Reward desirable behaviour. 13. Allow employees exercise individual judgement as much as possible. 14. Create a trustful and helping relation with employees. 15. Let employees exercise as much control as possible over their work environment.

CONCLUSION Nearly all the conscious behavior of human being is motivated. The internal needs and drives lead to tensions, which in turn result into actions. A manager requires to create and maintain an environment in which individuals work together in groups towards the accomplishment of common objectives. A manager cannot do a job without knowing what motivates people. The building of motivating factors into organizational roles, the staffing of these roles and the entire process of leading people must be built on knowledge of motivation. It is necessary to remember that level of motivation varies both between individuals and within individuals at different times. Today in the increasingly competitive environment, maintaining a highly motivated workforce is the most challenging task. The art of motivation starts by learning how to influence the behavior of the individual. This understanding helps to achieve both, the individual as well as organizational objectives. JOURNAL ABSTRACTS: Kerstin EL Nilsson and Margareta I Warrn Stomberg. Nursing students motivation. BMC Nursing; 2008. http://www.biomedcentral.com Shah & Prof. Param J. Shah. Management Tutorials & Tips. www.laynetworks.com BIBLIOGRAPHY: 1. BT Basavanthappa. Nursing Administration. New Delhi: Jaypee Brothers; 2. Bessie L. Marquis and Carol J. Huston. Leadership roles & Management functions in Nursing. 6th edition. New Delhi: Wolters Kluwer; 2009. Pp 422-432 3. Dee Ann Gillies. Nursing Management.3rd edition. Philadelphia: W. B. Saunders Company; 1994. Pp 354-357 4. Russell C. Swansburg. Management and leadership for nurse managers. 2 nd edition. Jones and Bartlett publishers: Massachusetts; 1996. Pp 442-458 5. Rebecca A. Patronis Jones. Nursing leadership and management. 1st edition. New Delhi: Jaypee brothers; 2008. Pp 30-32