Faculty of nursing Zagazig University

Master degree
Second term

Under supervision
Dr. Azza Abdeldayem Ata
Prepared by
Hamdia Allam Ali
2020

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 Outlines:
 Introduction
 Definition of motive and motivation
 Importance of motivation
 Types of motivation
 The process of motivation
 Strategies of Motivating Employees
 Stage of motivation
 Theories of motivation
 Maslow, (need theory)
 Herzberg theory (Two-factor model)
 Guidelines for being a good motivator
 References

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Objectives:
1. Define motivation.
2. Enumerate importance of motivation
3. Explain motivation process
4. Differentiate between extrinsic and intrinsic
motivation.
5. Discuss the strategies to create motivating climate.
6. Explain theories of motivati

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Introduction
Motivation is the force that energizes, directs and sustains behavior.
High performance is achieved by well-motivated people who are
prepared to exercise discretionary effort. Even in fairly basic roles,
Hunter et al (1990) found through their research that the difference in
value-added discretionary performance between ‘superior’ and
‘standard’ performers was 19 per cent. For highly complex jobs it was
48 per cent.
The meaning of motivation
A motive is a reason for doing something.
Motivation.
Motivation is concerned with the strength and direction of behavior and
the factors that influence people
To behave in certain ways. The term ‘motivation’ can refer variously
to the
Goals individuals have, the ways in which individuals choose their
goals and
The ways in which others try to change their behavior

- Importance of motivating employees

Motivation is highly important for every organization due to the
benefits that it's able to bring. Such benefits include:
Meet personal goals and help an employee stay motivated
2. Raising employee efficiency
3. Greater employee satisfaction
4. A higher chance of meeting the organization's goals
5. Better team harmony
6- Enhance patients‟ satisfaction
7. Workforce stability
8. Improve the organizational effectiveness
9. Puts human resources into action

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 Types of motivation

A distinction is made between extrinsic and intrinsic motivation.

Extrinsic
Motivation occurs when things are done to or for people to motivate
them,
Which include rewards, such as incentives, increased pay, praise, or
promotion,
and punishments, such as disciplinary action, withholding pay, or
criticism.
Intrinsic motivation is provided by the work itself and is associated
With the concept of engagement

The process of motivation

The process of motivation can be modeled in a number of ways. Two
of the best-known models are provided by content or needs theory and
expectancy theory.
Content (needs) theory
This theory focuses on the content of motivation in the shape of needs.
Its basis is the belief that an unsatisfied need creates tension and a state
of disequilibrium. To restore the balance, a goal is identified which will
satisfy the need, and a behavior pathway is selected which will lead to
the achievement of the goal and the satisfaction of the need. Behavior is
therefore motivated by unsatisfied needs Content theory, as the term
implies, indicates the components of motivation but it does not explain

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how motivation affects performance – a necessary requirement if the
concept is to provide guidance on HR policy and practice. This was the
role of expectancy theory as described below. e complexity of the
process of motivation
Expectancy theory
Expectancy theory states that motivation to perform will be high when
people know what they have to do to get a reward, expect that they will
be able to get the reward and expect that the reward will be worthwhile.
Motivation is only likely when a clearly perceived and usable
relationship exists between performance and outcome, and the outcome
is seen as a means of satisfying needs. Porter and Lawler (1968) spelt
out that the level of effort was affected by the value of rewards and the
probability that reward followed effort. But they pointed out that effort
was not enough to achieve high performance. Two additional factors
affecting performance had to be taken into account:
(1) ability – individual characteristics such as intelligence,
knowledge, skills
(2) role perceptions

Strategies in motivating employees:

1. Recognize individual differences: Almost every motivation theory
recognizes that employees are not homogeneous. They have different
needs.
2. Match people to jobs: A great deal of evidence shows the motivational
benefits of carefully matching people to jobs. People who lack the
necessary skills to perform successfully will be at a disadvantage.

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3. Use goals: You should ensure that employees have hard, specific goals
and feedback on how well they're doing in pursuit of those goals.
4. Ensure that goals are perceived as attainable: Regardless of whether
goals are actually attainable; employees who see goals as unattainable
will reduce their effort. Be sure, therefore, that employees feel confident
that increased efforts can lead to achieving performance goals.
5. Individualize rewards: Because employees have different needs, what
acts as a reinforce for one may not do so for another. Use your
knowledge of employee differences to individualize the rewards over
which you have control.
6. Link rewards to performance: You need to make rewards contingent on
performance. Rewarding factors other than performance will only
reinforce the importance of those other factors.
7. Check the system for equity: Employees should perceive that rewards or
outcomes are equal to the inputs given.
8. Don’t ignore money: Money is a major reason why most people work.
Thus, the allocation of performance-based wage increases, work
bonuses, and other pay incentives are important
. Stage of motivation
 A felt need or drive
 A stimulus in which needs have to be aroused
 When needs are satisfied, the satisfaction or accomplishment of goals

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 Motivation theory
Classical Theories of Motivation
The motivation concepts were mainly developed around 1950’s. Three main
theories were made during this period. These three classical theories are-
 Maslow’s hierarchy of needs theory
 Herzberg’s Two factor theory
These theories are building blocks of the contemporary theories developed
later. The working mangers and learned professionals till date use these
classical theories to explain the concept of employee motivation.
Maslow’s Hierarchy of Needs Theory
Abraham Maslow is well renowned for proposing the Hierarchy of Needs
Theory in 1943. This theory is a classical depiction of human motivation.
This theory is based on the assumption that there is a hierarchy of five needs
within each individual. The urgency of these needs varies. These five needs
are as follows-

1.

Physiological needs- These are the basic needs of air, water, food, clothing
and shelter. In other words, physiological needs are the needs for basic
amenities of life.

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2. Safety needs- Safety needs include physical, environmental and
emotional safety and protection. For instance- Job security, financial
security, protection from animals, family security, health security, etc.
3. Social needs- Social needs include the need for love, affection, care,
belongingness, and friendship.
4. Esteem needs- the needs for achievement, competence, knowledge,
independence, status, recognition, prestige, respect contributed to one self-
confidence and self-esteem. Management can help meet these needs by giving
praise when it is deserved and through the use of constructive evaluation
5. Self-actualization need- This include the urge to become what you
are capable of becoming / what you have the potential to become. It includes
the need for growth and self-contentment. It also includes desire for gaining
more knowledge, social- service, creativity and being aesthetic. The self-
actualization needs are never fully satiable. As an individual grows
psychologically, opportunities keep cropping up to continue growing.
According to Maslow, individuals are motivated by unsatisfied needs. As
each of these needs is significantly satisfied, it drives and forces the next
need to emerge
. Maslow grouped the five needs into two categories - Higher-order needs
and Lower-order needs. The physiological and the safety needs constituted
the lower-order needs. These lower-order needs are mainly satisfied
externally. The social, esteem, and self-actualization needs constituted the
higher-order needs.
Implications of Maslow’s Hierarchy of Needs Theory for Managers
1-As far as the physiological needs are concerned, the managers should
give employees appropriate salaries to purchase the basic necessities of
life. Breaks and eating opportunities should be given to employees.
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 2-As far as the safety needs are concerned, the managers should provide
the employees job security, safe and hygienic work environment, and
retirement benefits so as to retain them.
3-As far as social needs are concerned, the management should encourage
teamwork and organize social events.
4-As far as esteem needs are concerned, the managers can appreciate and
reward employees on accomplishing and exceeding their targets. The
management can give the deserved employee higher job rank / position in
the organization.
5- As far as self-actualization needs are concerned, the managers can give the

employees challenging jobs in which the employees’ skills and competencies

are fully utilized. Moreover, growth opportunities can be given to them so
that they can reach the peak.
The managers must identify the need level at which the employee is
existing and then those needs can be utilized as push for motivation

Limitations of Maslow’s Theory

 It is essential to note that not all employees are governed by same set
of needs. Different individuals may be driven by different needs at same
point of time. It is always the most powerful unsatisfied need that
motivates an individual.
 The theory is not empirically supported.
 The theory is not applicable in case of starving artist as even if the
artist’s basic needs are not satisfied, he will still strive for recognition
and achievement.
Herzberg theory (Two-factor model):
(Also called motivation-hygiene theory) Herzberg proposes that

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 Intrinsic factors are related to job satisfaction,
 Extrinsic factors are associated with job dissatisfaction

Hygiene factors Motivators

Extremely Dissatisfied
1. Supervision 1. Achievement
2. Company policy 2. Recognition
3. Relationship with supervisor 3. Work Itself
4. Working conditions 4. Responsibility
5. Salary 5. Advancement
6. Relationship with peers 6. Growth
7. Personal life
8. Relationship with subordinates
9. Status
10. Security

Extremely Satisfied Neutral Extremely Dissatisfied

The eight ‘hygiene’ factors, according to Herzberg, which can create job
dissatisfaction, are:
1. Company policy and administration
Availability of clearly defined policies, especially those relating to people
adequacy of organization and management

2. Supervision – technical
Accessibility, competence and fairness of your superior
3. Interpersonal relations
Relations with supervisors, subordinates and colleagues quality of social life
at work
4. Salary
Total compensation package, such as wages, salary, income, company car.
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5. Status
A person's position or rank in relation to others, symbolized by title, size of
office or other tangible elements
6. Job security
Freedom from insecurity, such as loss of position or loss of employment
altogether
7. Personal life
The effect of a person's work on family life, e.g. stress, unsocial hours or
moving house
8. Working conditions
 The physical conditions in which you work
 The amount of work
 Facilities available
 Environmental aspects e.g. ventilation, light, space, tools,
 Noise
The six ‘motivating’ factors that lead to job satisfaction were
identified by Herzberg as being:
1. Achievement
Specific successes, such as the successful completion of a job, solutions
to problems, justification and seeing the results of your work
2. Recognition
Any act of recognition, whether notice or praise (separating recognition
and reward -----recognition with no reward)
3. Possibility of growth
Changes in job where professional growth potential is increased

4. Advancement
Changes which enhance position or status
5. Responsibility
Being given real responsibility, matched with necessary authority to
discharge it
6. The work itself
The actual doing of the job or phases of it.

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  The hygiene factors are those where people seek to avoid
particular situations
 Motivating factors are matched with people's needs to achieve
self-actualization or self-realization.
For example if an employee is working below the minimum wage, it is
not likely that he/she will be motivated until a perceived fair rate of pay
is given. At the same time, if an employee is well paid, Herzberg
believed that a pay rise would not have a lasting motivational effect.
Some critics said his theory was too simplistic

Guidelines for being a good motivator

1. Lead by example: Be a role model for your staff. The staff would
learn from what you do and not from what you say / claim. Try
setting an example for your staff to follow.
2. Don’t be rigid: Be flexible, introduce flexibility in work. Allow for
flexible working hours if possible. Do not be rigid in accepting
ideas from your staff.
3. Allow your team to be a part of the planning and problem-solving
process.
4. Respect your team: Respect not only the employees‟ rights to share
and express their views, and to be themselves. This will ensure that
the employees respect you. Make the staff feel that they are
respected not just as employees but as individuals too.
5. Ensure effective time management: Having control over time
ensures that things are done in right manner. Motivate your staff to
have “closed” times, i.e., few hours when there are no interruptions
for the staff in performing their job role so that they can concentrate
on the job, and “open” times when the staff freely communicate and
interact.
6. Evaluate yourself: In order to motivate, encourage and control your
staff's behavior, it is essential to understand, encourage and control
your own behavior as a manager and motivator

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REFRNCES

,MANAJEMENT II EDITION, P 428-434 STEPHENP.ROBBINS

STEPHENP.ROBBINS.ORJANIZATION Behavior ,fifteenth edition 201-239

p

3rd Arm strong Hand book Management and leadership Developing .

Edition p161-172

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