Chapter 4.docx

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Department
Health Sciences
Course
Health Sciences 3040A/B
Professor
Shannon Sibbald
Semester
Winter

Description
Health Sciences 3040B: Healthcare Management Chapter #4: Motivating People • Emphasize that motivation is situation Motivation and Management • People they have to motivate can range from highly educated to minimum wage positions • Motivation is a state of feeling or thinking in which one is energized or aroused to perform a task or engage in a particular behavior • Emotional, cognitive that is independent of action • People can be highly motivated by perform poorly (performance depends on a ton of things) • Situations shape individual behavior, can have stable motivation with good environment • Situational and individual factors interact to produce motivation and behavior • Motivation cant be easily produced for the masses, need to focus at individual level (take each persons situation into account) • Should consider (1) job position or occupation, (2) career stage, or (3) personal factors • People use money for motivation, but short supply in HC • Managers should access motivation and performance, looking at the 3 things listed above  can alter conditions to promote motivation The “What” and “How” of Motivation • Many people are energized to work to meet particular needs • A need stimulates someone’s internal drive that direct them toward those goals that have capacity to satisfy the need • Motivation is goal-directed, internal drive aimed at satisfying needs • Maslow’s needs: psychological needs in the work place would be basic pay and an adequate working environment • Security would refer to have no layoffs, grievance packages, insurance and retirement package • Belongingness is outside community and family relationships and friends on the job • Esteem is the need for recognition or respect from others at the work place • Self-actualization is realizing potential for continued growth and individual development • Key factors in satisfaction and motivation were achievement, recognition, the work itself, responsibility, and advancement • Need to have positive company hygiene as well (policy, salaries, supervision, etc.) • The first drive of motivation is achievement • Second drive is the want of power, to influence others • The third drive is the want of association, the person’s desire to become part and belong to something (having a social team, participation, etc.) Process Perspectives • People think a relationship is fair when they perceive that their outcomes are proportionate to their perceived contributions or inputs • The greater the inequity the greater the motivation to resolve it • Important to note people compare themselves to others in situations nurses can look at other nurses making $12/hour more, but put less effort then them • Managers can change perceptions of inequity from among people to keep people from leaving and shit (can gives raises for example) • People will always compare themselves to others and see the differences in how their treated which will create a perception The Power of Expectations • Expectancy theory  assuming that people make rational calculation
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