ST.

PAUL UNIVERSITY DUMAGUETE

COLLEGE OF NURSING
A.Y. 2023-2024, 1ST SEMESTER

In Partial Fulfillment for the Requirements in NCM 119

Nursing Leadership and Management

Directing: Motivation

Submitted to:
Ms. Maria Lourdes P. Agustin, RN

Submitted by:

Delos Santos, Steven Roy

Dimagnaong, Rhea Phoebe
Dingding, Dynasty
Go, Franz Anthony

October 04, 2023

 ST. PAUL UNIVERSITY DUMAGUETE
COLLEGE OF NURSING
A.Y. 2023-2024, 1ST SEMESTER

Motivation

Motivation is the force within the individual that influences or directs behavior. Because
motivation comes from within the person, managers cannot directly motivate subordinates. The
leader can, however, create an environment that maximizes the development of human
potential. Factors such as managerial support, influence from colleagues, and the interplay of
personalities within the work group can collectively contribute to enhancing motivation.

The amount and quality of work accomplished by managers and their subordinates
directly reflects their motivation. This implies that motivation influences behavior, and motivated
individuals are likely to display higher levels of productivity and performance.

Employee Engagement
“This emotional commitment means engaged employees actually care about their work
and their company. They don’t work just for a paycheck, or just for the next promotion, but work
on behalf of the organization’s goals” (Kruse, 2012).

Leadership Roles and Management Functions Associated with Creating aMotivating

Work Climate

Leadership Roles

1. Recognizes each worker as a unique individual who is motivated by different things.

2. Identifies the individual and collective value system of the unit and implements a reward
system that is consistent with those values.
3. Fosters employee engagement and thus emotional commitment to the goals of the
organization.
4. Listens attentively to individual and collective work values and attitudes to identify unmet
needs that can cause dissatisfaction.
5. Encourages workers to “stretch” themselves in an effort to promote self-growth and self-
actualization.
6. Promotes a positive and enthusiastic image of self-empowerment to subordinates.
7. Encourages mentoring, sponsorship, and coaching with subordinates.
8. Devotes time and energy to create an environment that is supportive and encouraging to
the discouraged individual.
9. Is authentic rather than automatic in giving praise and positive reinforcement.
10. Develops a unit philosophy that recognizes the unique worth of each employee and
promotes reward systems that make each employee feel successful.
11. Demonstrates through actions and words a belief in subordinates that they desire to
meet organizational goals.
12. Is self-aware regarding own enthusiasm for work and takes steps to remotivate self as
necessary.
 ST. PAUL UNIVERSITY DUMAGUETE
COLLEGE OF NURSING
A.Y. 2023-2024, 1ST SEMESTER

Management Functions

Uses legitimate authority to provide formal reward systems

Uses positive feedback to reward the individual employee
Develops unit goals that integrate organizational and subordinate needs
Maintains a unit environment that eliminates or reduces job dissatisfiers
Promotes a unit environment that focuses on employee motivators
1. Creates the tension necessary to maintain productivity while encouraging subordinate
job satisfaction
2. Communicates expectations to subordinates clearly
3. Demonstrates and communicates sincere respect, concern, trust, and a sense of
belonging to subordinates
4. Assigns work duties commensurate with employee abilities and past performance to
foster a sense of accomplishment in subordinates
5. Identifies achievement, affiliation, or power needs of subordinates and develops
appropriate motivational strategies to meet those needs

Intrinsic Vs. Extrinsic Motivation

Intrinsic motivation
● Comes from within the person, driving him or her to be productive.
● Often influenced by family unit and cultural values.This does not mean, however, that
others cannot influence an individual’s intrinsic motivation.

Extrinsic motivation
● Comes from outside the individual.
● Occurs when individuals are motivated to perform a behavior or engage in an activity
to earn a reward or avoid punishment (Cherry, 2016).
● Although all people are intrinsically motivated to some degree, it is unrealistic for the
organization to assume that all workers have adequate levels of intrinsic motivation to
meet organizational goals. Thus, the organization must provide a climate that
stimulates both extrinsic and intrinsic drives.

Motivational Theory
Motivation theory involves an understanding of what motivates a person to strive toward
an objective or result. It is crucial in many aspects of society, but particularly in the fields of
business and leadership.
 ST. PAUL UNIVERSITY DUMAGUETE
COLLEGE OF NURSING
A.Y. 2023-2024, 1ST SEMESTER

Maslow's Hierarchy of Needs

Maslow's thesis is based on the idea of the
hierarchy of needs. He suggested that human desire is
driven by a hierarchy of demands. Physiological
requirements are at the bottom, followed by safety
needs, social needs, esteem needs, and lastly self-
actualization needs. People are motivated to meet
these requirements, according to Maslow, and higher-
level demands only become motivating once lower-
level wants are met.

B.F. Skinner's Reinforcement Theory:

The theory proposed by Skinner
emphasizes the importance of reinforcement in
behavior modification. He felt that acts that
resulted in positive results were more likely to be
repeated, whereas negative consequences were
less likely to be repeated. Skinner's
reinforcement theory is concerned with the
environmental stimuli that influence behavior and
proposes that positive reinforcement enhances
the desired behavior.

Frederick Herzberg's Two-Factor Theory:

According to Herzberg, many factors
influence job satisfaction and dissatisfaction.
Salary, job stability, and working conditions, for
example, avoid dissatisfaction but do not always
lead to satisfaction. Recognition, achievement,
and responsibility are all motivating qualities that
contribute to job satisfaction and encourage
individuals to perform at their best. According to
Herzberg, strengthening hygienic aspects can
reduce unhappiness, but firms should focus on
boosting motivational elements to engage
people.
 ST. PAUL UNIVERSITY DUMAGUETE
COLLEGE OF NURSING
A.Y. 2023-2024, 1ST SEMESTER

Victor Vroom's Expectancy Theory:

Individual motivation, according to Vroom's
expectation theory, is based on the belief that effort
will lead to performance, performance will lead to
rewards, and the rewards will be desirable. It
highlights the significance of anticipation (belief that
effort leads to performance), instrumentality (concept
that performance leads to rewards), and valence
(reward value). Individuals are driven to perform in a
given way if they believe their efforts will result in
desired outcomes, according to this notion.

David McClelland's Need Theory:

Individuals, as stated by McClelland, have three
essential needs: achievement, connection, and power.
Individuals who are achievement-oriented strive to
excel and accomplish, whereas those who are
affiliation-oriented desire social ties and relationships,
and those who are power-oriented seek to influence
and dominate others. In terms of McClelland's theory,
knowing and catering to these various demands helps
improve motivation and job satisfaction.

Robert Gellerman's Equity Theory:

Gellerman's equity theory examines the issue
of workplace fairness. Individuals are encouraged to
compare their inputs (effort, abilities, experience) and
outcomes (money, recognition, benefits) to those of
others. Individuals perceive the situation as fair and
are encouraged to keep their efforts if the perceived
ratio of inputs to outputs is equal to that of others. If
people detect an unfairness, they may adapt their
efforts or seek to change the factors in order to
restore a sense of fair treatment.
 ST. PAUL UNIVERSITY DUMAGUETE
COLLEGE OF NURSING
A.Y. 2023-2024, 1ST SEMESTER

Douglas McGregor's Theory X and Theory Y:

McGregor specified two opposing perspectives
on employees. According to Theory X, employees
despise work, shun responsibilities, and must be
regulated and coerced to perform. Theory Y, on the
other hand, assumes that people like their jobs, are
self-motivated, crave responsibility, and are capable
of being creative and innovative. McGregor contended
that management attitudes and actions based on
Theory Y would increase employee motivation and
satisfaction.

Creating a Motivating Climate

It is crucial to examine the organizational climates and attitudes that directly impact the
motivation and morale of employees, as the organization has a significant impact on their
extrinsic motivation. Frequently, organizations reinforce the idea that each employee is
expendable and that individual recognition is detrimental to employee productivity. However,
this is a false notion as employees are an organization's most valuable asset. As for nurses who
experience job satisfaction, they tend to stay with an organization, contributing to its retention
rate.

● Worker Empowerment

- Empowering workers is key to creating a motivating work environment. According

to Richards (2016b), employee empowerment gives employees control over their
work and the ability to share ideas. Empowered employees can openly share
ideas, challenge the status quo, and drive innovation in fast-changing,
technology-driven environments.

- As leader-managers, it is essential to encourage workers to think creatively and

avoid micromanaging that may hinder it. Creativity demands risk-taking, which
can lead to innovation and failure. However, even failure can empower workers.
Managers should trust employees to make decisions based on sound reasoning,
leading to increased confidence and productivity.

- To empower employees, a leader-manager should create an environment where

employees can make decisions without seeking permission, understand their
responsibilities, and see how their work contributes to the organization's success.
Managers should lead by example and be role models for empowerment.
 ST. PAUL UNIVERSITY DUMAGUETE
COLLEGE OF NURSING
A.Y. 2023-2024, 1ST SEMESTER

● Incentives and Rewards

- Many companies use rewards to motivate their employees, but it's not always as
straightforward as it seems. Cherry (2016b) points out that although rewards can
boost motivation in some cases, they can also have the opposite effect if they're
overused. This is known as the overjustification effect, where extrinsic motivation
can interfere with intrinsic motivation, leading to a decrease in motivation when
the rewards stop.

- Using incentives and rewards to motivate workers isn't always easy. When
rewards aren't given out fairly, people can start to see them as a competition.
And if someone thinks that their chances of getting a reward are lowered
because someone else got one, they might not be very supportive of recognizing
their coworkers.

- Rewards and praise are powerful motivational tools in the workplace. They
should be given spontaneously, rather than being relegated to predictable
events. Rewards must represent a genuine accomplishment and be somewhat
individual in nature to have the greatest impact.

● The Relationship Between the Employee and His or Her Supervisor

- A good relationship between an employee and their supervisor is critical to the

employee's motivation level. According to Custom Insight (2016), an employee's
engagement with their manager predicts their engagement within the
organization. When employees feel valued, treated fairly, and receive feedback
and direction, it improves their motivation. Therefore, managers must create a
positive work environment by fostering good relationships, encouraging open
communication, and recognizing achievements, which promotes growth and
productivity.

Strategies for Creating a Motivating Climate

Leaders can create a motivating work environment by establishing a supportive and

encouraging atmosphere thus recognition, incentives, support for progress, and clear goals are
crucial. In addition, positive reinforcement is a powerful strategy that validates workers' effort. As
for the negative feedback, it can demotivate workers and undermine their commitment and
performance.

• According to Maroney 2015, when showing appreciation, it needs to be specific. Instead

of saying "good job," say "commendable handling of the difficult patient.". And by being
specific, the employer comes across as much more sincere, and the employee realizes
their actions are truly being watched (Maroney, 2015).
 ST. PAUL UNIVERSITY DUMAGUETE
COLLEGE OF NURSING
A.Y. 2023-2024, 1ST SEMESTER

• Biro (2015) warns that constant praise for average work is unproductive. To retain
employees, leaders should recognize extraordinary effort in an authentic and
individualized way.
• Jensen (2015) suggests hiring top performers, creating achievable goals, trusting
employees to make decisions, and making every employee feel valued to create a
motivational work environment. This leads to a more engaged workforce, resulting in
increased productivity and better goal attainment.
• The IKEA effect, coined by DeWulf (2015), refers to people's tendency to value
something more if they have put effort into it. This effect is based on a cognitive bias.
Fostering an IKEA effect among employees can help them derive more value from their
work, leading to greater happiness and engagement.

Strategies to Create a Motivating Climate

1. Have clear expectations for workers, and communicate these expectations effectively.
2. Be fair and consistent when dealing with all employees.
3. Be a firm decision maker using an appropriate decision-making style.
4. Develop the concept of teamwork. Develop group goals and projects that will build a
team spirit.
5. Integrate the staff’s needs and wants with the organization’s interests and purpose.
6. Know the uniqueness of each employee. Let each know that you understand his or her
uniqueness.
7. Remove traditional blocks between the employee and the work to be done.
8. Provide experiences that challenge or “stretch” the employee and allow opportunities for
growth.
9. When appropriate, request participation and input from all subordinates in decision
making.
10. Whenever possible, give subordinates recognition and credit.
11. Be certain that employees understand the reason behind decisions and actions.
12. Reward desirable behavior; be consistent in how you handle undesirable behavior.
13. Let employees exercise individual judgment as much as possible.
14. Create a trustful and helping relationship with employees.
15. Empower employees to have as much control as possible over their work environment
and the decisions that impact it.
16. Be a positive and enthusiastic role model for employees.
 ST. PAUL UNIVERSITY DUMAGUETE
COLLEGE OF NURSING
A.Y. 2023-2024, 1ST SEMESTER

Promotion: A Motivational Tool

Promotions are reassignments to a better higher position that includes a pay raise. Most
promotions include increased status, title changes, more authority and greater responsibility
therefore, they can be used as a significant motivational tool.

Due to the importance placed on promotions, certain guidelines must accompany

promotion selection to ensure that the process is fair, equitable, and motivating. When there’s
an opening of position, they are often posted and filled quickly with little thought of long term
organizational or employee goals that can lead to negative personnel outcomes.

To avoid thus, the following elements should be determined in advance:

• Whether recruitment will be internal or external – discusses the decision-making

process regarding whether an organization should promote employees from within
(internal recruitment) or hire new individuals from outside the organization (external
recruitment) to fill higher-level positions.

Internal recruitment – involves promoting current employees, which has several

benefits. It helps in nurturing talent within the organization, preparing employees for
higher-level roles as they become available. This internal promotion practice can
also serve as a motivational tool, as it signals to all employees that they have
opportunities for advancement, encouraging them to perform better.

External recruitment – involves bringing in candidates from outside the

organization. This can introduce fresh perspectives and new ideas into the
company, preventing stagnation that can occur when all promotions are internal.
However, external candidates often come with higher salary expectations, as they
may require financial incentives to leave their current positions.

● What the promotion and selection criteria will be – employees should be fully
informed in advance about the specific factors and qualifications that will be considered
when deciding on promotions. This may encompass a range of criteria, such as:
- skills
- experience
- performance metrics

Organizations often employ various methods for assessing employees for

promotion, and one is the use of an "interview panel" for promoting employees beyond
the level of a "charge nurse." To maintain fairness and transparency in the promotion
process, organizations should provide a clear justification for their chosen selection
method and criteria. In order the employees understand why a particular approach is
being used.
 ST. PAUL UNIVERSITY DUMAGUETE
COLLEGE OF NURSING
A.Y. 2023-2024, 1ST SEMESTER

● The pool of candidates that exists – When promotions are planned, as in succession
management, there will always be an adequate pool of candidates identified and
prepared to seek higher level positions. It cautions against managers pressuring
employees to seek promotions, as it's the leader's responsibility to identify and groom
potential candidates. Encouraging employees to actively pursue promotions can lead to
greater commitment in their new roles. Conversely, pushing employees into promotions
can result in reduced motivation and readiness, potentially promoting individuals beyond
their capabilities (known as the Peter Principle), which can have negative consequences
for both the individual and the organization.

The Peter Principle suggests that individuals often rise “to the level of their
incompetence.”

● Handling rejected candidates – When dealing with candidates who have been rejected
for a promotion, it's important to follow certain practices. First, all candidates who were
not selected should be informed before the chosen candidate is notified, as a matter of
courtesy. They should be thanked for their application and, when appropriate,
encouraged to apply for future job openings. In some cases, managers should also
provide feedback to employees, explaining any specific deficiencies that prevented them
from getting the promotion.

For instance, employees should be told if they lack some educational component
or work experience that would make them a stronger competitor for future promotions.
This can be an effective way of encouraging career development.

● How employee releases are to be handled – Handling employee transfers or releases

involves important considerations. It's crucial to ensure that the decision to promote
someone is not influenced by the fact that the current candidate holds a critical or hard-
to-fill position. Policies should be established and communicated regarding the
permissible duration for a manager to delay releasing an employee when necessary. On
the other hand, some managers excel at developing their staff, which can lead to the
frustration of losing employees to other departments. In such cases, higher-level
management should recognize and reward these effective leaders and establish
practical and realistic release policies.

Promoting Self-care

Managers can create a motivating climate by being optimistic and enthusiastic role
models in the clinical setting. Managers must be internally motivated in order to motivate others.
Managers being impassioned or unenthusiastic toward subordinates can lead to a decrease in
morale. then a burnt-out, tired manager will develop a lethargic and unmotivated staff.
Therefore, managers must constantly monitor their own motivational level and do whatever is
necessary to restore their motivation and be role models to staff.
 ST. PAUL UNIVERSITY DUMAGUETE
COLLEGE OF NURSING
A.Y. 2023-2024, 1ST SEMESTER

“The attitude and energy level of managers directly affect the attitude and productivity of
their employees.”

It is important for discouraged managers to recognize their emotions and seek

assistance when needed. Managers have a responsibility to themselves and their subordinates
to stay motivated, especially in the demanding field of nursing. Failure to manage stress can
lead to burnout, which has detrimental effects on an organization, including health issues,
absenteeism, turnover, decreased performance, and job dissatisfaction. The key strategy to
prevent burnout and maintain motivation is self-care, involving regular breaks to meet personal
needs, engage in recreation, build relationships outside work, and enjoy life. Social support from
friends and colleagues, a healthy lifestyle through diet and exercise, and maintaining a work-life
balance are essential. Ultimately, the decision to practice self-care lies with each nurse.

Integrating Leadership Roles and Management Functions in Creating a Motivating

Climate at Work

In the pursuit of motivating employees and creating a positive work environment, it's
crucial for leaders and managers to understand the role of identifying employee goals and
implementing effective strategies. Leaders should adapt their motivational strategies based on
the situation and the specific employee, which can be either formal or informal and may or may
not involve external rewards. Leaders must listen, support, and serve as role models, as their
positive attitudes and energy levels significantly impact their followers' attitudes and productivity.
Managers, using their formal authority, aim to reduce dissatisfaction and implement reward
systems that align with individual and collective values. They can motivate employees by
gradually increasing responsibilities and assignments. Ultimately, the success of these
strategies is measured by increased productivity, organizational benefits, and personal growth,
which further motivates individuals to achieve.
 ST. PAUL UNIVERSITY DUMAGUETE
COLLEGE OF NURSING
A.Y. 2023-2024, 1ST SEMESTER

REFERENCE

Marquis, B. L., & Huston, C. J. (2020). Leadership Roles and Management Functions in
Nursing: Theory and Application (9th ed.). Lippincott Williams & Wilkins.