Work Motivation

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SATISFACTION,MOTIVATION AND PERFORMANCE RAJNI
BAGGA NIHFW STRENGTHENING OF HUMAN RESOURCES FOR
HEALTH (26TH-31ST MAY, 2008)
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HOW SHOULD I INTEND TO MAKE YOUR NEXT 90
MINUTESMORE MEANINGFULWHAT SHOULD WE ACHIEVE
AT THE END OF THE SESSION

• PLEASE EXPRESS YOUR KEY EXPECTATIONS FROM THIS
  SESSION
• 1.
• 2.
• 3.

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IN THE HEALTH SECTOR TODAY WHO IS CREATING THE
THE MOST VALUE ?

• TECHNOLOGY
• PROCESSES
• STRUCTURE
• ASSETS
• STRATEGIES OR
• PEOPLE

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SATISFACTION AND MOTIVATION

• HIGH LEVELS OF ABSENTEEISM AND STAFF TURNOVER ARE
  ISSUES OF CONCERN FOR THE HEALTH SECTOR
• EMPLOYEE SATISFACTION AND RETENTION NEED URGRNT
  ATTENTION
• SATISFIED EMPLOYEES ARE MORE COMMITED AND
  COMPETENT TO THE HEALTH SECTOR

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MODEL OF MANAGEMENT
HEALTH SERVICES ORGANIZATION
CONVERSION
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KEY MOTIVATORS THAT MOTIVATE THEWORKFORCE TO
PERFORM BETTER ?
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EXERCISEIN THE NEXT 5 MINUTES CAN YOU
CAPTURE, IN YOUR GROUP, AN EXPERIENCE FROM YOUR
PERSONAL OR PROFESSIONAL LIFE THAT YOU HAVE NO
HESITATION TO SHARE

• A SITUATION YOU FOUND YOUR SELF HIGHLY
  MOTIVATED
• AND
• WHAT MOTIVATED YOU THE MOST

• A SITUATION YOU FOUND YOUR SELF HIGHLY
• DE MOTIVATED
• AND
• WHAT DEMOTIVATED YOU THE MOST

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PRIORITIZE THESE MOTIVATORS

• ORGANISATIONAL POLICY AND ADMINISTRATION
• SALARY
• JOB SECURITY
• INTERPERSONAL RELATIONS
• PERSONAL LIFE
• WORKING CONDITIONS
• STATUS
• ACHIEVEMENT
• RECOGNITION
• ADVANCEMENT
• THE WORK ITSELF
• THE POSSIBILITY OF GROWTH
• RESPONSIBILITY
•  

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MOTIVATION IS DEFINED AS WILLINGNESS TO DO WORK

• IT IS A DRIVE THAT ENCOURAGES ACTION OR FEELING
• TO MOTIVATE MEANS TO ENCOURAGE AND INSPIRE
• MOTIVATION MEANS IGNITING THE SPARK FOR ACTION
• IT IS A FORCE THAT CAN CHANGE YOUR LIFE.

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MOTIVATION

• PEOPLE DONT CHANGE THEIR BEHAVIOUR UNLESS IT
  MAKES A DIFFERENCE FOR THEM TO DO SO

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• EXTERNAL AND INTERNAL MOTIVATION
• EXTERNAL INTERNAL
• MONEY PRIDE
• SOCIAL APPROVAL ATTITUDE
• FAME BELIEF
• FEAR SENSE
  OF
  ACHIEVEMENT
• 
  
  RESPONSIBILITY

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• YOUR INTERNAL MOTIVATION IS YOUR DRIVE AND
  ATTITUDE
• YOUR ATTITUDES ARE THE KEY TO GETTING THE
  RESPONSE YOU WANT FROM OTHERS

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MOTIVATION

• IT IS AN INTERNAL PSYCHOLOGICAL PROCESS AND A
  TRANSACTIONAL
• PROCESS
• HEALTH WORKER MOTIVATION IS THE RESULT OF THR
  INTERACTIONS BETWEEN INDIVIDUAL AND THEIR WORK
  ENVIORONMENT

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MOTIVATION INFLUENCES PERFORMANCEHEALTH
MANAGERS NEED TO UNDERSTAND WHAT MOTIVATES
EMPLOYEES TO REACH PEAK PERFORMANCE.
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• HEALTH MANAGERS (MOTIVATOR) NEED TO INFLUENCE THE
  FACTORS THAT MOTIVATE EMPLOYEES TO HIGHER LEVELS
  OF PERFORMANCE

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A HEALTH MANAGER CAN INCREASE MOTIVATION OF
EMPLOYEES IN TWO WAYS

• CREATE CONDITIONS,WHICH FULFILL THE NEEDS OF THE
  PEOPLE AND MOTIVATE THEM TO WORK
• (e.g ENSURING GOOD WORKING CONDITIONS,
  FULFILLING BASIC NEEDS)
• CREATE HIGHER NEEDS IN THE WORKERSFOR MOTIVATING
  THEM TO WORK BETTER (e.g CREATE ANURGE TO EXCEL,
  A NEED FOR ACHIEVEMENT AND RECOGNITION BY
  BUILDING THEIR CAPACITIES, DELEGATING MORE POWERS

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HEALTH WORKER MOTIVATION DEPENDS UPON ORGCONTEXT

• ORGANISATIONAL PROCESS, STRUCTURE, RESOURCES,
  CULTURE AND ALSO FEEDBACK ABOUT PERFORMANCE ADD
  TO MOTIVATIONAL PROCESS AT THE INDIVIDUAL LEVEL
  BESIDES WORKERS INDIVIDUAL GOALS, SELF CONCEPT
  AND EXPECTATIONS.

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• Factors that affect work motivation include
• individual Differences,
• job Characteristics,
• Organizational Practices.

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• Individual differences are the personal needs,
  values, and attitudes, interests and abilities
  that people bring to their jobs.
• Job characteristics are the aspects of the
  position that determine its limitations and
  challenges.
• Organizational practices are the rules, human
  resources policies, managerial practices, and
  rewards systems of an organization.
• Health managers need to consider how these
  factors interact to affect employee job
  performance.

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Self-Actualization Need

• Esteem and Status Needs
• (Status, Personal Recognition)

• Social Activity Needs
• ,

• Safety and Security Needs
• (Both Physical and Emotional Security)

• Physiological Needs
• (Basic Needs Food, Clothing and Shelter)

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Herzbergs Classification of Hygiene and
Motivational Factors

• Motivational Factors (Satisfiers)

• Maintenance/Hygiene Factors
• (Dissatisfiers)

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Maintenance/Hygiene Factors
(Dissatisfiers)

• 1. Organisational Policy and Administration
• 2. Technical Supervision
• 3. Interpersonal Relations with Supervisors
• 4. Interpersonal Relations with Peers
• 5. Interpersonal Relations with Subordinates
• 6. Salary
• 7. Job Security
• 8. Personal Life
• 9. Working Conditions
• 10. Status

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Motivational Factors (Satisfiers)

• 1. Achievement
• 2. Recognition
• 3. Advancement
• 4. The work itself
• 5. The possibility of growth
• 6. Responsibility
•  

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EXAMPLES OF KEY MOTIVES INFLUENCING EMPLOYEE
BEHAVIOUR IN HEALTH SECTOR 

• NEED FOR ACHIEVEMENT
•  A CONCERN FOR EXCELLENCE.
•  SETTING AND ATTAINING DIFFICULT GOALS
•   CARRYING OUT A CHALLENGING ASSIGNMENT
  SUCCESSFULLY.

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• NEED FOR AFFILIATION
•   ESTABLISHING WARM AND AFFECTIONATE RELATIONS
  WITH OTHERS.
•    
• MAINTAIN HARMONIOUS RELATIONSHIPS AND AVOID
  CONFLICTS.
•      

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• NEED FOR POWER/INFLUENCE
• GAINING CONTROL OVER OTHER PEOPLE AND THEIR
  ACTIVITIES
• ENJOY BEING IN A POSITION OF AUTHORITY OVER
  OTHERS
• GAINING CONTROL OVER INFORMATION AND RESOURCES.

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• NEED FOR COMPETENCE
•  A DRIVE TO DO HIGH QUALITY WORK
•  SEEK JOB MASTERY AND STRIVE TO BE INNOVATIVE
•  DEVELOP PROBLEM-SOLVING SKILLS
•  GAIN INNER SATISFACTION BY PERFORMING HIGH
  QUALITY WORK.

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• NEED FOR SECURITY
• WISH TO HAVE A SECURE JOB.
• TO BE SURE OF ONES ECONOMIC SECURITY.
• AVOIDING TASKS OR DECISIONS INVOLVING RISK OF
  FAILURE.

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MANAGERIAL ASSUMPTIONS PROVIDED BY DOUGLAS
MCGREGOR AS THEORY X AND THEORY Y.
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• THEORY X
• 1.PEOPLE BY THEIR VERY NATURE, DISLIKE WORK AND
  WILL AVOID IT WHEN POSSIBLE.
• 2.MOST PEOPLE ARE NOT AMBITIOUS, HAVE
  LITTLE DESIRE FOR RESPONSIBILITY, AND PREFER TO
  BE DIRECTED.
• 3 MOST PEOPLE HAVE LITTLE CAPACITY FOR CREATIVITY
  IN SOLVING ORGANISATIONAL PROBLEMS.
•   cont..

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THEORY X4.MOTIVATION OCCURS ONLY AT THE
PHYSIOLOGICAL AND SECURITY LEVELS.5 MOST PEOPLE
MUST BE CLEARLY CONTROLLED AND OFTEN COERCED TO
ACHIEVE ORGANISATIONAL OBJECTIVES.
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• THEORY Y
• 1.WORK IS AS NATURAL AS PLAY, IF THE CONDITIONS
  ARE FAVOURABLE.
•  2. SELF-CONTROL IS OFTEN INDISPENSABLE IN
  ACHIEVING ORGANISATIONAL GOALS.
• 3.  THE CAPACITY FOR CREATIVITY IN SOLVING
  ORGANISTIONAL PROBLEMS IS WIDELY DISTRIBUTED IN
  THE POPULATION.
• 
  cont..

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THEORY Y4.MOTIVATION OCCURS AT THE SOCIAL,
ESTEEM, AND SELF-ACTUALISATION LEVELS, AS WELL AS
AT THE PHYSIOLOGICAL AND SECURITY LEVELS.5.
PEOPLE CAN BE SELF-DIRECTED AND CREATIVE AT WORK
IF PROPERLY MOTIVATED.6. UNDER CONDITIONS OF
MODERN LIFE, THE INTELLECTUAL POTENTIALITIES OF
THE AVERAGE HUMAN BEING ARE ONLY PARTLY
UTILIZED.
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Need to Recognize your Powers

• Positional powers Personal powers
• 
  
• Discretionary Powers

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TO GUARANTEE THE DISCRETIONARY EFFORT, LEADERS
WILL HAVE TO

• KILL THE FEAR (SECURITY)
• INCLUDE (AFFILIATION)
• SUSTAIN THE TENSION (ACHIEVEMENT)
• INSPIRE INFLUENCE (INFLUENCE)

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• INSPIRE PASSION FOR THE JOB
• PROVIDE OPPORTUNITIES FOR THE JOB
• COACH AND DEVELOP

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A FEW MORE STEPS TO MOTIVATE WORKERS

• PRIVIDE RECOGNITION
• GIVE RESPECT
• MAKE WORK INTERESTING
• BE A GOOD LISTENER
• ENCOURAGE GOAL SETTING

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• PROVIDE OPPORTUNITIES FOR GROWTH
• PROVIDE TRAINING
• THROW CHALLENGES BUT PROVIDE ENABLING ATMOSPHERE
  TO MEET THEM
• HELP, BUT DONT DO FOR OTHERS WHAT THEY SHOULD DO
  FOR THEMSELVES

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• GENUINE BREAKTHROUGH SOLUTIONS WILL ELUDE US
  UNLESS WE SHIFT PARADIGMS AND ELEVATE OURSELVES
  TO A HIGHER PLANE OF THINKING
• -ALBERT EINSTEIN

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• THANK YOU