MOTIVATION

March 13th 2012

INTRODUCTION

Managers are continually challenged to motivate a workforce to do two things. The first challenge is to motivate employees to work toward helping the organization achieve its goals. The second is to motivate employees to work toward achieving their own personal goals. Meeting the needs and achieving the goals of both the employer and the employee is often difficult for managers in all types of organizations. In health care, however, this is often more difficult, in part as a result of the complexity of healthcare organizations, but also as a function of the wide array of employees who are employed by or work collaboratively with healthcare providers in delivering and paying for care. The types of workers range from highly trained and highly skilled technical and clinical staff members to relatively unskilled workers. To be successful, healthcare managers need to be able to manage and motivate this wide array of employees. MOTIVATIONTHE CONCEPT According to Websters New Collegiate Dictionary, a motive is something (a need or desire) that causes a person to act. Motivate, in turn, means to provide with a motive, and motivation is defined as the act or process of motivating. Thus, motivation is the act or process of providing a motive that causes a person to take some action. In most cases motivation comes from some need that leads to behavior that results in some type of reward when the need is fulfilled. This definition raises a couple of basic questions. What are Rewards?

Rewards can take two forms. They can be either intrinsic/internal rewards or extrinsic/external ones. Intrinsic rewards are derived from within the individual. For a healthcare employee this could mean taking pride and feeling good about a job well done (e.g., providing excellent patient care). Extrinsic rewards pertain to rewards that are given by another person, such as a healthcare organization giving bonuses to teams of workers when quality and patient satisfaction are demonstrated to be exceptional. Who Motivates Employees? While rewards may serve as incentives and those who bestow rewards may seek to use them as motivators, the real motivation to act comes from within the individual. Managers do exert a significant amount of influence over their employees, but they do not have the power to force a person to act. They can work to provide various types of incentives in an effort to influence an employee in any number of ways, such as by changing job descriptions, rearranging work schedules, improving working conditions, reconfiguring teams, and a host

of other activities, as will be discussed later in this chapter. While these may have an impact on an employees level of motivation and willingness to act, when all is said and done, it is the employees decision to take action or not. In discussing management and motivation, it will be important to continually remember the roles of both managers and employees in the process of motivation. Is Everybody Motivated? As managers, we often assume that employees are motivated or will respond to inducements from managers. While this is perhaps a logical and rational approach from the managers perspective, it is critical to understand that this is not always the case. While the majority of employees do, in fact, want to do a good job and are motivated by any number of factors, others may not share that same drive or high level of motivation. Those folks may merely be putting in time and may be more motivated by other things, such as family, school, hobbies, or other interests. Keeping this in mind is useful in helping managers understand employee behaviors that seem to be counter-productive.

Why is employee motivation important? You can have a lovely shiny car, but its worthless if it doesnt have the power of a great engine behind it. Your employees are the engines of your organization and like any finely tuned engine your workforce to operate smoothly and effectively. The fact is employee motivation is directly linked to business profits, and the more self-motivated your employees are, the more differentiated and successful you will be as a business. Motivated employees look for better ways to do a job. Motivated employees care about their customers Motivated employees take pride in their work. Motivated workers are more productive. What motivates employees? Every person has a different reason for going to work. These reasons are as individual as whichever person you may ask. But all of the reasons for working share a common thread. We all obtain something from work we need. There is much discussion about the value of extrinsic motivation (monetary and other material rewards) versus intrinsic motivation where people are driven by whats inside them. The most effective factors relating to employee motivation are related to intrinsic motivation: 1. Empowerment: Feeling trusted and empowered is a tremendous motivator.

2. Growth: Feeling that they are growing and developing personally 3. Inclusion: To belong is a fundamental need, whether as a member of a family, peer group, network, team or company. Its human nature to want to be on the inside, not the outside. 4. Purpose: Today people care more about what happens tomorrow, and want to contribute to ensuring the future of our children, and the health of our communities and planet. 5. Trust: the fabric that holds it all together and makes it real.

Benefits of a motivated workforce There are numerous benefits of having motivated employees: Cost savings: Motivated employees will not only work faster, but they will use their creativity to recommend process improvements that can lead to millions of dollars of saving for your organization. Increased quality: Motivated employees will produce quality products, costing you less resources for rework. Reduced turn over: Turn-over doesn't only cost you money to replace the individuals, but it also slows down your organization's progress while replacements are being trained. Speed to market: Everyone wants their product or services yesterday! Actually, the day you release your new product, people will already want a newer version! Having a motivated workforce will ensure that your product release cycle is reduced minimally. Increased product value: With motivated employees you will have a better product or service, because the staff will feel like this is their product and will want to make sure that it provides real value to the customers. They will go the extra mile to make your product stand out of from the competition! Contributing to a better society: Motivated employees make happy people, who in turn contribute to a better society.

Exercise 1 Multiple choice answers 1. Choose the incorrect answer How can a manager influence an employee? a) By changing job descriptions b) By rearranging work schedules c) By providing tax relief d) By improving working conditions e) By reconfiguring teams Answer: c 2. Choose the correct answer According to Websters New Collegiate Dictionary, a motive is: a) Something that causes a person to act b) Something that causes a person not to act c) Something that makes a person dissatisfied d) Something that gives an employee benefits Answer: a 3. Choose the correct answer Which two forms can rewards take? a) Positive and negative b) Implicit and explicit c) New and old d) Intrinsic and extrinsic Answer: d 4. Choose the correct answer Extrinsic rewards are given:

a) To another person b) By another person c) From another person d) To manager Answer: b 5. Choose the correct answer What is a main challenge for managers? a) To motivate a workforce b) To increase salaries c) To set goals d) To achieve personal success Answer: a 6. Choose the correct answer The types of workers in healthcare providers range from: a) Highly trained and highly skilled to relatively unskilled workers b) Unskilled to medium skilled workers c) Only highly trained workers d) Only unskilled workers Answer: a 7. Choose the correct answer What is motivation? a) The act of process of providing a motive that causes a person to take some action b) The act of process of providing a motive that causes a person to not take action c) The act of process of providing a motive that causes a person to solve problems d) The act of process of providing a motive that causes a person to ask for a raise

Answer: a 8. Choose the correct answer Who are the engines of organizations? a) Employers b) Customers c) Employees d) Competitors Answer: c 9. Choose the incorrect answer What are benefits of a motivated workforce? a) Cost savings b) Increased quality c) Reduced turn over d) Time saving Answer: d 10. Choose the correct answer Motivated employees look for better ways to: a) Do a job b) Make excuses c) Reduce costs Answer: a

Exercise 2 Match the synonyms

Bonus Incentive Provider Collaboratively Gamut Motivate Employee Array Rearranging Trained

Intermediary Encouragement Honorarium Range Jointly Reorganizing Skilled Inspire Worker Numerous

Incentive Encouragement Provider-Intermediary Bonus-Honorarium Gamut-Range Collaboratively - jointly Motivate - Inspire Employee - Worker Array - Numerous Rearranging - Reorganizing Trained - Skilled

Exercise 3 3a) True-false statements (referring to content) 1. The real motivation to act comes from managers by giving material rewards to employees. False 2. The more self-motivated your workers are the more uniform and unsuccessful you will be as a business. False 3. Employee willingness to work contributes accomplishing the business profits. True 4. In most cases, motivation comes from some behavior that leads to need that result in some type of motive when the need is fulfilled. False 5. The one of the most benefits of a motivated workforce is that employees will work faster, they will use own creativity to recommend process improvements that can provide decreasing the expenses in your organization. True

March 20th 2012 THEORIES OF MOTIVATION Psychologists have studied human motivation extensively and have derive a variety of theories about what motivates people. This section briefly highlights the motivational theories that are regularly discussed in management textbooks. These include theories that focus on motivation being a function of 1) employee needs of various types, 2) extrinsic factors, and 3) intrinsic factors. Each set of theories will be discussed below. Needs-Based Theories of Motivation Maslows Hierarchy of NeedMaslow (1954) postulated a hierarchy of needs that progresses from the lowest, subsistence-level needs to the highest level of self-awareness and actualization. Once each level has been met, the theory is that an individual will be motivated by and strive to progress to satisfy the next higher level of need. The five levels in Maslows hierarchy are Physiological needsincluding food, water, sexual drive, and other subsistence-related needs; Safety needsincluding shelter, a safe home environment, employment, a healthy and safe work environment, access to health care, money, and other basic necessities; Belonging needsincluding the desire for social contact and interaction, friendship, affection, and various types of support; Esteem needsincluding status, recognition, and positive regard and, Self-actualization needsincluding the desire for achievement, personal growth and development, and autonomy. The movement from one level to the next was termed satisfaction progression by Maslow, and it was assumed that over time individuals were motivated to continually progress upward through these levels. While useful from a theoretical perspective, most individuals do not view their needs in this way, making this approach to motivation a bit unrealistic. Alderfers ERG TheoryThe three components identified by Alderfer (1972) drew upon Maslows theory, but also suggested that individuals were motivated to move forward and backward through the levels in terms of motivators. He reduced Maslows levels from five to the following three:

 Existencewhich related to Maslows first two needs, thus combining the physiological and safety needs into one level; Relatednesswhich addressed the belonging needs; and, Growthwhich pertains to the last two needs, thereby combining esteem and selfactualization. Alderfer also added his frustration-regression principle, which postulated that individuals would move in and out of the various levels, depending upon the extent to which their needs were being met. This approach is deemed by students of management to be more logical and similar to many individuals world views.

Herzbergs Two Factor TheoryHerzberg (2003) further modified Maslows needs theory and consolidated down to two areas of needs that motivated employees. These were termed HygienesThese were characterized as lower level motivators and included, for example, company policy and administration, supervision, interpersonal relationships, working conditions, salary, status, and security , MotivatorsThese emphasized higher level factors and focused on aspects of work, such as achievement, recognition for achievement, the work itself, responsibility and growth or advancement Herzbergs is an easily understood approach that suggests that individuals have desires beyond the hygiene and that motivators are very important to them. McClellands Acquired Needs TheoryThe idea here is that needs are acquired throughout life. That is, needs are not innate, but are learned or developed as a result of ones life experiences (McClelland, 1985). This theory focuses on three types of needs: Need for achievementwhich emphasizes the desires for success, for mastering tasks, and for attaining goals; Need for affiliationwhich focuses on the desire for relationships and associations with others; and, Need for powerwhich relates to the desires for responsibility for, control of, and authority over others. All four of these theories approach needs from a somewhat different perspective and are helpful in understanding employee motivation on the basis of needs. However, other theories of motivation also have been posited and require consideration.

3b) True-false statements (referring to vocabulary) 1. a) Psychologists have studied human motivation extensively and have derived a variety of theories about what motivates people. b) Psychologists thoroughly researched human motivation and have created various theories about what motivates people. c) Sociologists have studied human relationships extensively and have evolved a variety of theories about what motivated people. Answer: a) and b)

2. a) Physiological needs include food, water, sexual drive and other subsistence-related needs. b) Physiological needs include food, beverage, sexual drive and other subsistence related needs. c) Body needs include food, water, procreation drive and other biological needs. Answers: a) and c) 3. a) Esteem needs include status, detection, and positive view. b) Esteem needs include status, recognition, and positive regard. c) Self-confidence needs include social ranking, recognition, and positive regard. Answer: b) and c) 4. a) Frustration-regression principle approach is deemed by students of management to be more logical and similar to many individuals world views.

b) Frustration-regression principle approach is deemed by pupils of management to be more logical and similar to many individuals world views. c) Frustration-regression principle theory is recognized by management students to make more sense and similar to many individuals world views.

Answer: a) and c) 5. a) Maslow were against a hierarchy of needs that progresses from the lowest, subsistence-level needs to the highest level of self-awareness and actualization. b) Maslow postulated a hierarchy of needs that progresses from the lowest, subsistence-level needs to the highest level of self-awareness and actualization. c) Maslow established a hierarchy of necessity that advance from the lowest, subsistence-level needs to the highest level of self-awareness and actualization. Answers: b; c

Exercise 4 Match the antonyms Growth Individuals Different Progress Esteem High Social Forward Success Same Withdrawn Regress Backward Failure Fall Magnify Disrespect Group Growth - Fall Individuals - Group Different - Same Progress - Regress Esteem - Disrespect High- Low Social- Withdrawn Forward- Backward Success- Failure

Reduce

Low

Reduce- Magnify

Exercise 5a

Complete the text below with the words given in brackets (movement, termed, assumed, progress, useful, individuals, approach, unrealistic)

The from one level to the next was. satisfaction progression by Maslow, and it was. that over time individuals were motivated to continually upward through these levels. While ..from a theoretical perspective, most.. do not view their needs in this way, making this to motivation a bit... Answer: The movement from one level to the next was termed satisfaction progression by Maslow, and it was assumed that over time individuals were motivated to continually progress upward through these levels. While useful from a theoretical perspective, most individuals do not view their needs in this way, making this approach to motivation a bit unrealistic Exercise 5b Fill in the gaps (with synonyms) All four of these .. (concepts) approach needs from a somewhat (opposite) perspective and are (assistive) in understanding (worker) motivation on the (foundation) of (necessities). However, other theories of motivation also have been . (positioned) and . (demand) consideration. Answer: All four of these theories (concepts) approach needs from a somewhat different (opposite) perspective and are helpful (assistive) in understanding employee (worker) motivation on the basis (foundation) of needs (necessities). However, other theories of motivation also have been posited (positioned) and require (demand) consideration. Exercise 6 Type1 (wrong world) 1. The idea of McClellands Acquired Needs Theory is that needs are acquired throughout birth. Answer: life

2. Hygiene was characterized as lover level motivators. Answer: lower 3. Need for power relates to the desires for responsibility for, control of, and authorities over others. Answer: authority

Type2 (incorrect spelling) a) Existence related to Maslow`s first two needs, thus combining the phisylogical and safety needs into one level. Answer: physiological b) Herzberg's is an easily understood approach that suggests that individuals have desires beyond the higyens and that motivators are very important to them. Answer: hygiene c) Needs are not inate, but are learned and developed as a result of one`s life experiences. Answer: innate

Type3(grammatical mistake) 1. Once each level have been met, the theory is that an individual will be motivated by and strive to progress to satisfy the next higher level of need Answer : has been 2. The movement from one level to the next was termed satisfaction progression by Maslow, and it was assume that over time individuals were motivated to continually progress upward through these levels. Answer : assumed 3. Need for achievement emphasizes the desires for success, for mastering tasks, and for attain goals. Answer: attaining