1. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. Chapter 4 Motivating People

2. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. Objectives After completing this chapter, you will be able to: –Define motivation and distinguish it from other factors that influence individuals’ performance –Recognize popular but misleading myths about motivation –Understand that motivation depends heavily on the situations in which individuals work

3. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. Objectives –Understand managers’ roles in motivating people –Identify key characteristics of the content of peoples’ work that motivates them –Identify important processes involved in motivating people –Assess and deal with motivational problems

4. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. Purpose Develop understanding and ability needed to effectively motivate individuals: –Define motivation and distinguish it from other factors affecting performance –Describe common myths about motivation –Understand characteristics of individuals and settings in trying to motivate people –Examine role managers play to maintain or increase motivation

5. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. Motivation and Management Motivation is central and a difficult topic for health care managers –Environment of health care changes rapidly Requires improvements in productivity, quality of care, and cost –Managers need to motivate workers for a variety of reasons e.g., improve problem-solving; promote creativity and innovation

6. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. Motivation and Management (cont’d.) Motivation –State of feeling/thinking where one is energized/aroused to perform task or engage in particular behavior Myths about motivation –Motivated workers are more productive –Some people are motivated and others aren’t –Motivation can be easily mass produced –Money makes world go ‘round

7. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. Manager’s Role Managers need to periodically assess motivation and performance: –Must take into account occupation, career stage, and personal factors –Assessments should include informal interviews –Employees must feel comfortable in expressing concerns –Managers must problem solve and goal set

8. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. The What and How of Motivation Needs as foundation for motivation: –Many people energized to work in order to meet particular needs –Needs: physical or psychological deficiencies that make specific outcomes or goals attractive –Can managers identify individuals’ needs and design work to maximize motivation?

9. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. The What and How of Motivation (cont’d.)

10. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. The What and How of Motivation (cont’d.) Maslow’s hierarchy of needs: –People want to satisfy various needs, arranged in hierarchy of importance Herzberg’s two-factor view of needs: –Motivators –Hygiene factors Learned needs –Achievement, power, and affiliation

11. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. The What and How of Motivation (cont’d.)

12. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. From Concept to Practice: Using Need-Based Views to Motivate No simple set of needs and need satisfiers are universally applicable: –People differ on basis of age, gender, race –Context and culture of work differs –Needs change over time –Employees in different positions differ in their needs and potential motivators –Resource constraints may affect relative importance of various needs

13. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved.

14. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. Process Perspectives Equity: the importance of fairness –Relationships are fair when people perceive outcomes as proportionate to perceived contributions or inputs –People may use certain approaches to reduce inequity and restore balance in relationships –People compare themselves to others –Managers must address perceptions of inequities

15. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. The Power of Expectations Four central components of expectancy theory –Job outcomes: rewards and negative experiences –Valences: feelings about job outcomes –Instrumentality: belief that attaining a job outcome depends on performance –Expectancy: perceived link between effort and performance

16. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved.

17. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. Goal Setting and Feedback Goal: something that individual is consciously attempting to attain Conditions for goals to have positive influence on performance –Awareness of goals and knowing what must be done to attain them –Acceptance of goals as something they are willing to work for –Feedback in relation to goals

18. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. From Concept to Practice: Using Process Approaches to Motivate Process approaches to motivation offer powerful set of guidelines for health care managers Process models believe content of work is often not enough to motivate people Reinforcement, expectations, fairness, and goals are necessary for high performance

19. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. Motivating Health Care Professionals Professionals are distinct from other occupational groups: –Have control of who may become members via rigorous selection and licensure –Work is based on codified, scientifically- based, knowledge and standards –Adhere to service-focused code of ethics –Have autonomy and control of activities

20. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. Physicians No “one best way” to motivate physicians –Passive or “one-shot” approaches to behavior change do not work –Financial incentives or payment systems alone do not work –Useful approaches include use of reminders and feedback –Critical to involve physician leaders in efforts to change physician practices

21. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. Nurses High levels of job dissatisfaction and turnover among nurses are major problem –Magnet programs aim to improve work environment, motivation, satisfaction and performance –Magnet hospitals must have: Effective nurse leaders Participation of nurses in decision-making Collegial relationships between nurses and physicians

22. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. A Note on Support Staff Clerical and service employees do not necessarily respond to same incentives as professionals One should not conclude that support personnel lack higher-level needs and necessarily need more structure and control Various methods of motivation should be viewed contingently

23. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. Motivational Problems Nature and causes: –Inadequate definition of desired performance –Impediments to employee performance –Inadequate performance-reward linkages Potential solutions: –Goal-setting and performance based rewards –Clear and shared expectancy of success –Employee feedback and involvement –Job redesign

24. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved.

25. Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. Motivational Problems (cont’d.) Overall assessment: –Proper match of approach with primary causes of low motivation is important –How program was introduced and implemented is important –Compatibility of program with other aspects of organization’s culture is important