methods, techniques & challenges mr.dharshan.s lecturer, m.s.r.i.n.e.r, bangalore-54
TRANSCRIPT
Methods, Techniques & Challenges
Mr.Dharshan.SLecturer,M.S.R.I.N.E.R,Bangalore-54.
Life is too short to waste on
things that don’t matter
Motivation
-‘Movere’
“to Move”
The Science of motivation
Extrensic motivators
Intrensic motivators
There’s a mismatch between what
science knows and what business does.
How do we motivate nurses?
How do we employ nursing resources?
Extrensic motivators?
Good for 20th century nursing tasks
But for 21st century (Today’s) Nurses mechanistic reward & Punishment does not work or do harm
Rewards Narrows our focus
Concentrate on tasks
Means Rewards dont work
David Areliey & Karls did study on the students of MIT,
“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 et.al, Federal Reserve bank of Boston working paper no.05-11 july 2005: NY Times, 20 Nov.08.
But once the task called for “even rudimentary cognitive skill,” a larger reward “led to poorer performance”.
D.Ariely et.al, Federal Reserve bank of Boston working paper no.05-11 july 2005: NY Times, 20 Nov.08.
“In eight of the nine tasks we examined across the three experiments, higher incentives led to worse performance.
D.Ariely et.al, Federal Reserve bank of Boston working paper no.05-11 july 2005: NY Times, 20 Nov.08.
“We find that financial incentives... Can result in a negative impact on overall performance.
DR.BERND IRENBUSCH, LONDON SCHOOL OF ECONOMICS
Means too many organisations are making polices based on the assumptions that are outdated & unexamined.
THE NEW OPERATING SYSTEM- INTRESNSIC MOTIVATORS.....
AUTONOMYMASTERYPURPOSE
FEDEX DAYS
20% OF THE TIME (Google)
ROWE(Results Only Work Environment)
Performance = Ability
+Motivation+Enviornment
Or20% Ability & 80% Effort
Unfair/ negative criticism
Humiliation in public
Rewarding the non performer
Lack of direction
Lack of measurable objectives &
Priorities
Supervisory goof-ups
Low self esteem
Negative self talk
Hypocrisy,
Office politics
Ill planned reward system
Poor standards
Frequent changes
Responsibility without authority
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
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
Data from Schweiger,J.(1980). The nurse as manager. New York; John Wiley & Sons.
Data from Poter,L (1987) . Motivation and work behaviour (4th ed). New York: McGraw-Hill
Data from Maslow, A.(1954). Motivation and personality. New York: Haper & Row
Data from Herzberg F et.al., (1959).The Motivation to Work. New York; John Wiley & Sons
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.
Use of appropriate reinforcementProvide flexibility and choiceProvide support when neededShow interest in and knowledge
of individual peopleShow confidence in staffEnsure expectations are clearEncourage workers to set their
own goals
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
Demonstrate own motivation
through behaviour and attitude.
Be motivated and energetic
Demonstrate positive thinking
Model appropriate behaviours
Rants et.al(1996) 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.
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 et.al., 1999)
Any
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