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Methods, Techniques & Challenges Mr.Dharshan.S Lecturer, M.S.R.I.N.E.R, Bangalore-54.

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Presentation on theme: "Methods, Techniques & Challenges Mr.Dharshan.S Lecturer, M.S.R.I.N.E.R, Bangalore-54."— Presentation transcript:

1 Methods, Techniques & Challenges Mr.Dharshan.S Lecturer, M.S.R.I.N.E.R, Bangalore-54.

2 Life is too short to waste on things that don’t matter

3 Motivation -‘Movere’ “to Move ”




7  The Science of motivation  Extrensic motivators  Intrensic motivators

8 There’s a mismatch between what science knows and what business does.

9  How do we motivate nurses?  How do we employ nursing resources?

10 Extrensic motivators?

11  Good for 20 th century nursing tasks

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



15  Rewards Narrows our focus  Concentrate on tasks

16 Means Rewards dont work

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

18 “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, Federal Reserve bank of Boston working paper no.05-11 july 2005: NY Times, 20 Nov.08.

19 But once the task called for “even rudimentary cognitive skill,” a larger reward “led to poorer performance”. D.Ariely, Federal Reserve bank of Boston working paper no.05-11 july 2005: NY Times, 20 Nov.08.

20 “In eight of the nine tasks we examined across the three experiments, higher incentives led to worse performance. D.Ariely, Federal Reserve bank of Boston working paper no.05-11 july 2005: NY Times, 20 Nov.08.

21 “We find that financial incentives... Can result in a negative impact on overall performance. DR.BERND IRENBUSCH, LONDON SCHOOL OF ECONOMICS

22 Means too many organisations are making polices based on the assumptions that are outdated & unexamined.




26 20% OF THE TIME (Google)

27 ROWE (Results Only Work Environment)

28 Performance = Ability +M otivation+Enviornment Or 20% Ability & 80% Effort

29  Unfair/ negative criticism  Humiliation in public  Rewarding the non performer  Lack of direction

30  Lack of measurable objectives & Priorities  Supervisory goof-ups  Low self esteem  Negative self talk  Hypocrisy,

31  Office politics  Ill planned reward system  Poor standards  Frequent changes  Responsibility without authority

32  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

33  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

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

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

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

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

38  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.

39  Use of appropriate reinforcement Provide flexibility and choice Provide support when needed Show interest in and knowledge of individual people Show confidence in staff Ensure expectations are clear Encourage workers to set their own goals

40  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

41  Demonstrate own motivation through behaviour and attitude.  Be motivated and energetic  Demonstrate positive thinking  Model appropriate behaviours

42  Rants 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.

43  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, 1999)

44 Any ?


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