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Chapter 4

Health Sciences 3040A/B Chapter Notes - Chapter 4: Expectancy Theory, Belongingness, Tranche

4 Pages
94 Views
Winter 2013

Department
Health Sciences
Course Code
Health Sciences 3040A/B
Professor
Shannon Sibbald
Chapter
4

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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

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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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