Methods, Techniques & Challenges

Mr.Dharshan.SLecturer,M.S.R.I.N.E.R,Bangalore-54.

Life is too short to waste on

things that don’t matter

Motivation

-‘Movere’

“to Move”

The Science of motivation

Extrensic motivators

Intrensic motivators

There’s a mismatch between what

science knows and what business does.

How do we motivate nurses?

How do we employ nursing resources?

Extrensic motivators?

Good for 20th century nursing tasks

But for 21st century (Today’s) Nurses mechanistic reward & Punishment does not work or do harm

Rewards Narrows our focus

Concentrate on tasks

Means Rewards dont work

David Areliey & Karls did study on the students of MIT,

“As long as the task involved only mechanical skill, bonuses worked as they would be expected: the higher the pay, the better the performance.”

D.Ariely et.al, Federal Reserve bank of Boston working paper no.05-11 july 2005: NY Times, 20 Nov.08.

But once the task called for “even rudimentary cognitive skill,” a larger reward “led to poorer performance”.

D.Ariely et.al, Federal Reserve bank of Boston working paper no.05-11 july 2005: NY Times, 20 Nov.08.

“In eight of the nine tasks we examined across the three experiments, higher incentives led to worse performance.

D.Ariely et.al, Federal Reserve bank of Boston working paper no.05-11 july 2005: NY Times, 20 Nov.08.

“We find that financial incentives... Can result in a negative impact on overall performance.

DR.BERND IRENBUSCH, LONDON SCHOOL OF ECONOMICS

Means too many organisations are making polices based on the assumptions that are outdated & unexamined.

THE NEW OPERATING SYSTEM- INTRESNSIC MOTIVATORS.....

AUTONOMYMASTERYPURPOSE

FEDEX DAYS

20% OF THE TIME (Google)

ROWE(Results Only Work Environment)

Performance = Ability

+Motivation+Enviornment

Or20% Ability & 80% Effort

Unfair/ negative criticism

Humiliation in public

Rewarding the non performer

Lack of direction

Lack of measurable objectives &

Priorities

Supervisory goof-ups

Low self esteem

Negative self talk

Hypocrisy,

Office politics

Ill planned reward system

Poor standards

Frequent changes

Responsibility without authority

Lack of diligence or resist

supervisor

Have low morale

Problem with the motivating staff is

that they are not always clear on

what their needs are

Need satisfaction model

Relationship of attitudes, motives and

behaviour

Maslow’s hierarchy of needs theory

Herzberg’s Motivation- hygiene theory

McClelland’s Theory

McGregor’s Theory X and Theory Y

Data from Schweiger,J.(1980). The nurse as manager. New York; John Wiley & Sons.

Data from Poter,L (1987) . Motivation and work behaviour (4th ed). New York: McGraw-Hill

Data from Maslow, A.(1954). Motivation and personality. New York: Haper & Row

Data from Herzberg F et.al., (1959).The Motivation to Work. New York; John Wiley & Sons

Need for achievement ▪ The strong desire to overcome challenges, to

excel, to advance, to succeed and to grow.

Need for power ▪ Urge to be in control and to get others to behave

contrary to what they naturally do

Need for affiliation▪ Desire to work in a pleasant environment and the

need for friendly and close relations.

Use of appropriate reinforcementProvide flexibility and choiceProvide support when neededShow interest in and knowledge

of individual peopleShow confidence in staffEnsure expectations are clearEncourage workers to set their

own goals

Assign work that fits workers interest and skills

Individualize supervision Different people benefit form

different supervisory styles Some people need closet

supervision than others Provide minimum supervision for

optimum performance Agree individual contracts for

supervision

Demonstrate own motivation

through behaviour and attitude.

Be motivated and energetic

Demonstrate positive thinking

Model appropriate behaviours

Rants et.al(1996) conducted a series of interviews with nurses in different types of roles to find out what types of facotrs in their jobs were most closely related to their motivation. Interpersonal relations with colleagues at work ranked as the most important factor. Recognition at work, the amount of responsibility and the nature of work itself were also identified as critical motivating factors.

A study of home health care nurses was conducted to examine the impact of increasing workloads on the motivation of the nurses. Motivation decresed when the responsibilities and the workload was felt to be overwhelming by the nurses. In this study, information about work goals was a strong predictor of positive work motivation. (Laamanen et.al., 1999)

Any

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