Theories of Motivation

There are a number of different views as to what motivates workers. The most commonly held
views or theories are discussed below and have been developed over the last 100 years or so.
Unfortunately, these theories do not all reach the same conclusions! A few important theories and
models of motivation are briefly discussed below:

1. Maslow's-Hierarchy of Needs Theory: This theory was proposed by Abraham Maslow and
is based on the assumption that people are motivated by a series of five universal needs. These
needs are ranked, according to the order in which they influence human behavior, in hierarchical
fashion.

A. Physiological needs are deemed to be the lowest- level needs. These needs include the needs
such as food and water. So long as physiological needs are unsatisfied, they exist as a driving or
motivating force in a person's life. A hungry person has a felt need. This felt need sets up both
psychological and physical tensions that manifest themselves in overt behaviors directed at
reducing those tensions (getting something to eat). Once the hunger is sated, the tension is reduced,
and the need for food ceases to motivate. At this point (assuming that other physiological
requirements are also satisfied) the next higher order need becomes the motivating need.

B. Safety needs-The needs for shelter and security become the motivators of human behavior,
Safety needs include a desire for security, stability, dependency, protection, freedom from fear
and anxiety, and a need for structure, order, and law. In the workplace this needs translates into a
need for at least a minimal degree of employment security; the knowledge that we cannot be fired
on a whim and that appropriate levels of effort and productivity will ensure continued employment.

C. Social needs include the need for belongingness and love. Generally, as gregarious creatures,
human have a need to belong. In the workplace, this need may be satisfied by an ability to interact
with one's coworkers and perhaps to be able to work collaboratively with these colleagues.

D. After social needs have been satisfied, ego and esteem needs become the motivating needs.

Esteem needs include the desire for self-respect, self-esteem, and the esteem of others. When
focused externally, these needs also include the desire for reputation, prestige, status, fame, glory,
dominance, recognition, attention, importance, and appreciation
E. The highest need in Maslow's hierarchy is that of self-actualization, the need for self-
realization, continuous self-development, and the process of becoming all that a person is
capable of becoming

Transcendence( superiority)

Self- actualization

Aesthetic needs

Need to know & understand

Esteem needs

Belongingness & love needs

Safety needs

Physiological needs

Maslow's hierarchy of needs

2.Two-factor Theory: Herzberg's Two Factor Theory, also known as the Motivation-Hygiene

According to Herzberg's two-factor theory, there are factors that are satisfying or dissatisfying the
employee and these factors are hygienic and motivational factors. Hygiene factors are the
satisfiers. Motivational factors are needed for ensuring employee's satisfaction and employee's
motivation for higher performance. Motivational factors are called dissatisfiers. Types of hygienic
and motivational factors.

In order to motivate an employee, the manager must provide hygienic factors and then motivational
factors. Factors like recognition, responsibility, achievement, and opportunities for personal and
professional growth must be provided to motivate an employee.

A. Hygienic factors
❖ Security
❖ Policies
❖ Rules
❖ Challenges
❖ Recognition New responsibilities
❖ Status
❖ Personal relationships
❖ Salary
❖ Working conditions Relationships with supervisors
B. Motivational factors
❖ Job Achievement
❖ Challenges
❖ Recognition
❖ New responsibilities

3. McClelland's achievement motivation theory McClelland's human motivation theory is a

three need theory. McClelland's human motivation theory mentions that every person has three
main driving motivators: the needs for achievement, affiliation, or power. Characteristics of the
motivators are given in

Characteristics of the driving motivators according to McClelland's human motivation

theory

Dominant motivator

1.Achievement

Characteristics of the person

➢ . Analytical in nature.
➢ Tries to achieve in relation to set standards and strives to succeed
➢ Prefers to work alone and take risk in doing different things.
➢ Wants to avoid risk where there is a chance of failure.
➢ Has strong needs to set and achieve challenging goals.
➢ Accepts personal responsibility for success and challenge
➢ Wants to receive regular feedback on progress and accomplishment
2.Affiliation

➢ Social in nature.
➢ Looks for harmonious relationship with others.
➢ Driven by love and faith.
➢ Social recognition and affiliation with others are the motivating factors.
➢ Likes collaboration and cooperation over competition.
➢ Doesn't like high risk or uncertainty.
➢ Friendly supervisors can influence people with high needs for affiliation.

3.Power
➢ Inclined toward influence and control.
➢ Likes to be in the center.
➢ Demanding in nature, and ambitious in life.
➢ Enjoys status and recognition.
➢ Likes to win arguments and likes competition.

4.Douglas McGregor's 'X' and 'Y' Theory

Assumption of Theory 'X'

➢ Employees inherently do not like work and whenever possible, will attempt to avoid it.
➢ Employees dislike work, they have to be forced, coerced or threatened with punishment to
achieve goals.
➢ Employees avoid responsibilities and do not work till formal directions are issued.
➢ At the end they get punished from their managers.

Assumption of Theory 'Y

➢ Physical and mental effort at work is as natural as rest or play.

➢ People do exercise self-control and self-direction 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.
➢ They fulfil the organizational goals and get a reward from the managers.
Comparison of Theories 'X' and 'Y'

Theory 'X'

➢ Theory X assumes human beings to be inherently distasteful towards work.

➢ Theory X emphasizes that people do not have ambitions and try to avoid responsibilities

in jobs.

➢ The capacity for creativity is low.

➢ Motivating factors are the lower needs.
➢ Get punishments.

Theory 'Y'

➢ Theory Y assumes that for human beings, work is as natural as play.

➢ Theory Y is just the reverse.
➢ The capacity for creativity is high.
➢ Higher order needs are more important for motivating.
➢ Get rewards.

5.Taylor: Frederick Winslow Taylor (1856-1917) put forward the idea that workers are
motivated mainly by pay. His Theory of Scientific Management argued the following:

➢ Workers do not naturally enjoy work and so need close supervision and control. Therefore,
managers should breakdown production into a series of small tasks.
➢ Workers should be given appropriate training and tools so they can work as efficiently as
possible on one set task.
➢ Workers are paid according to the number of items they produce in a set period of time-
piece-rate pay. As a result, workers are encouraged to work hard and maximize their
productivity.

Taylor's approach has close links with the concept of an autocratic management style (managers
take all the decisions and simply give orders to those below them) and Macgregor's Theory X
approach to workers (workers are viewed as lazy and wish to avoid responsibility).
6.Reinforcement theory

Reinforcement theory of motivation is based on the work of Pavlov and BF Skinner. Inner feelings
and drives of an individual are not given importance in reinforcement theory. According to this,
external environment of an organization must be designed effectively and positively to motivate
the individual. Following methods are used by the manger to control the employee:

➢ Positive reinforcement: Positive reinforcement is needed for positive outcome and to

change the behavior of an individual. Reward is an example of positive reinforcement.
➢ Negative reinforcement: Negative reinforce-ment refers to removing problems so that
others can respond positively and it can bring positive outcome and behavior change.
➢ Punishment: Punishment implies applying unwanted consequence for showing undesirable
behavior. E.g., Suspension from the job.
➢ Extinction: It is the method of decreasing the undesirable behavior by removing rewards,
incentives, or praise.

7.Goal Setting Theory

Goal setting theory of motivation is proposed by Edwin Locke. According to this theory goal
setting is basically related to task performance. It states that specific and inspiring goals along with
suitable feedback contribute to improved task performance. Principles of setting effective goals
include the

following:

➢ Goals must be clear.

➢ Goals must be realistic and challenging to keep the employee engaged and focused.
➢ Employees must feel commitment to achieve the goals.
➢ Regular feedback must be provided throughout the process of goal achievement.
➢ Self-efficiency and self-confidence of an individual play an important role in the
achievement of the goal.
Factors Affecting Motivation

Monetary factors and non-monetary factors can influence the employee's motivation in an
organization. Various factors influencing motivation are as follows:

➢ Monetary rewards: Monetary rewards like wages, allowances, bonuses, overtime benefits,
etc. increases motivation among employees.
➢ Appreciation and recognition: It satisfies ego needs of an employee and increases motivation,
and reinforces good behavior.
➢ Job security is an important factor affecting the employee performance and motivation. If
employee feels security, he will be motivated to work effectively to achieve organizational
goals.
➢ Job enrichment: Increases responsibility and increases level of motivation.
➢ Good interpersonal relationships and open communication: Healthy relationships within
the organization motivate the employee to achieve the organizational goals. Open
communication also improves motivation.
➢ Positive and healthy work culture and environment: A positive work environment and
work culture improve employee satisfaction, well-being, and motivation.
➢ Flexible work schedule: Flexible work schedule provides time to fulfill social, personal, and
family responsibilities and increases employee motivation. Employee welfare activities
➢ Employee welfare activities are essential in an organization and motivates the employees.
➢ Opportunities for job advancement and continuing education programs: Employees feel
more motivated if opportunities for professional growth and job advancement are given to the
employees. Continuing education programs help to improve employee performance,
motivation, and give opportunities for professional advancement

Role of Nurse Manger in Motivating the Employees

❖ Nurse manger play an important role in motivating the subordinates to work toward the
organizational goals.
❖ Nurse manger should understand the employee needs, and factors affecting the motivation of
❖ employees.
❖ Acknowledge the uniqueness of each individua and respect them.
❖ Maintain good interpersonal relationships and communication with subordinates and be an
active listener and supporter.
❖ Set realistic and achievable goals and objectives.
❖ Include subordinates in the planning process.
❖ Provide incentives, rewards, and positive reinforcement.
❖ Give consistent feedback to help the employees to improve the performance and motivation.
Provide safe work environment and promote healthy work culture.
❖ Promote open communication and interpersonal relationships and treat every employee with
equality.
❖ Clearly communicate organizational goal’s objective, and expectations to the employees.
❖ Demonstrate trust, concern, and sense of belongingness to the subordinates.
❖ Delegate duties and responsibilities according to employee abilities and motivate the
employee.
❖ Provide opportunities for professional development
❖ Implement various staff welfare measures programs, and schemes.