DIRECTING:

CREATING A
MOTIVATING
CLIMATE

JOHN IAN E. AMIGO, RN, LPT, MAN

LEARNING OUTCOME:

1. TO KNOW WHAT IS DIRECTING

2. TO LEARN THE IMPORTANCE OF MOTIVATION IN NURSING
3. TO DETERMINE THE MOTIVATIONAL THEORISTS
4. TO IDENTIFY STRATEGIES IN CREATING A MOTIVATING CLIMATE
Fourth Phase of Management Process:
Directing/ Coordinating/ Activating
• The “doing” phase of management
• Components include:
- Creating a motivating climate
- Managing conflict
- Facilitating collaboration
- Negotiating; working with unions
- Complying with employment laws
- Establishing organizational communication
MOTIVATION

• May be defined as the force within the

individual that influences or directs behavior.
• Because motivation comes from within a
person, managers cannot directly motivate
subordinates. The leader can, however,
create an environment that maximizes the
development of human potential
Intrinsic Versus Extrinsic Motivation

• Intrinsic motivation - internal drive to do

or be something.
• Extrinsic motivation - motivation
enhanced by the job environment or
external rewards
Cont.…

• Engagement, a key to retention, is the

term used to describe an employee’s
emotional commitment to the organization
and its goals.
Cont….

• Organizations and teams with higher employee engagement and lower

active disengagement perform at higher levels and have better
employee retention.
Motivational Theorists

• Maslow - Hierarchy of Needs

• Skinner - operant conditioning/behavior
modification
• Herzberg - motivator/hygiene theory
• Vroom - Expectancy Model
• McClelland - basic needs
• Gellerman - “stretching”
• McGregor - Theory X and Y
Abraham Maslow’s (1970) Hierarchy of Needs

• Maslow suggested that people are motivated to satisfy certain needs,

ranging from basic survival to complex psychological needs, and that
people seek a higher need only when the lower needs have been
predominantly met.
Maslow’s Hierarchy of Needs
MOTIVATIONAL THEORY

• Skinner: operant conditioning and

behavior modification demonstrated
that people could be conditioned to
behave in a certain way based on a
consistent reward or punishment
system.
Herzberg’s Motivators and Hygiene Factors
Victor Vroom’s (1964) Expectancy Model

• Vroom argued that a person’s

expectations about his or her
environment or a certain event will
influence behavior. Therefore, if
there is an expectation of a reward
and it does not occur, the individual
is less likely to repeat that behavior in
the future.
Vroom’s Expectancy Model
David McClelland’s (1971) Basic Needs Theory

• McClelland argued that people are

motivated by three basic needs:
o Achievement
o Affiliation
o Power
Saul Gellerman’s (1968) Theory of “Stretching”

• Gellerman suggested that individuals should be periodically “stretched”

to do tasks more difficult than they are used to doing.
• The challenge of “stretching” is to energize people to enjoy the beauty
of pushing themselves beyond what they think they can do.
Douglas McGregor’s (1960) Theory X and Y
McGregor:
Theory X and Y

Theory Y is not a “better” management style than Theory X; the style which is
“best” depends on the variables inherent in a given situation.
 All nurse–managers can enhance the work of their subordinates by
providing them with more opportunities to experience the challenges that
make their jobs exciting.
Strategies to Create a Motivating Climate

• Have clear expectations for workers.

• Be fair and consistent with employees.
• Encourage teamwork.
• Know the uniqueness of each employee.
• Stretch employees intermittently.
• Reward desired behavior.
• Allow employees as much control as possible.
Incentives

• Organizations must be cognizant of the need

to offer incentives at a level where employees
value them. This requires that the organization
and its managers understand employees’
collective values and devise a reward system
that is consistent with that value system.
Cont….

• There appears to be a perceived threshold beyond which increasing

reward incentives results in no additional meaning or weight in terms of
productivity.
Cont….

• The success of a motivational strategy is measured by the increased

productivity and benefit to the organization and by the growth in the
person, which motivates him or her to accomplish again.
Recognition- A Powerful Motivational Tool

• Positive reinforcement must be specific or

relevant to a particular performance.
• Positive reinforcement must occur as close
to the event as possible.
• Reinforcement of new behaviors should be
continuous.
Cont….

• Because motivation is so complex, the leader faces tremendous

challenges in accurately identifying individual and collective motivators.
Cont….

• The attitude and energy level of managers directly affects the attitude
and productivity of their employees.
Self-Care Preventing Burnout

A burned-out, tired manager will

develop a lethargic and demotivated
staff.
PROFESSIONAL SUPPORT SYSTEMS FOR THE MANAGER

• The attitude and energy level of managers directly affect the attitude and
productivity of their employees.
• Self-care.
• the manager should seek time off on a regular basis to meet
• personal needs, seek recreation, form relationships outside the work
setting, and have fun.
- END -