DIRECTING
&
MOTIVATION
Ababe T Dheressa (Asst. professor, MSc, MAOL, BSc, RN)
OBJECTIVES
• At the end of the session, learners will be able to
• Define directing
• Describe roles of directing
• Discuss motivational theories
• Discuss motivation in leadership
• Discuss types/practice/theories of motivation actually in your
organization
DIRECTING
• Directing is a function of the manager that gets work done through others.
Directing includes five specific concepts:
giving directions
supervising
leading
motivating, and
communicating
DIRECTING…
• Giving directions is the first activity and suggests that directions should
be clear, concise and consistent and should confirm to the
requirements of the situation.
• Supervising is concerned with the training and discipline of the work
force. It also includes follow up to ensure the prompt execution of
orders.
• Leading is the ability to inspire and to influence others the attainment
of objectives
• Motivating is the set of skills the manager uses to help the employee to
identify his/her needs and finds ways within the organization to help
satisfy them.
• Communicating: involves the what, how, by whom, and why of
directives or effectively using the communication process.
BRAINSTORMING
YOUR
•LEADERSHIP Vs/&
VIEW
•MOTIVATION
MOTIVATION
• The words ‘‘motivation,’’ ‘‘emotion’’ and ‘‘motion’’ all derive from the
same Latin root meaning ‘‘to move.’’
• When you want to motivate people to take action, engage their
emotions.
• Motivation is an individual's level of readiness to perform an action
and it comprises all factors that influence, intensify, organize and
conduct human behaviour (Rahimic, 2010)
MOTIVATION…
• Real motivation follows the guidelines set by nature, not the ones set
by men.
• Motivation is the key to effective leadership, and leadership is the key
to effective motivation.
• LEADERSHIP = MOTIVATION = EMOTION
(Maddock RC @ Fulton R, 1998)
• To maximize organizational performance, organization and its
managers should understand what really motivates its employees
(Lee & Raschke, 2016).
D/T PERCEPTIONS TO MOTIVATION
----Research findings
• Kenyan health workers- As intrinsic state of willingness and pleasure
to do one's work (Mathauer & Imhoff, 2006).
• A.A. nurses- Largely as extrinsic rewards (payment, promotion,
fringe benefit), this influences intrinsic reward (recognition) (Negussie,
2000)
• Nurses in Hawassa public hospitals (Ababe & Getachew, 2020)
• prospective encouragement for performance (49.1%)
• Getting recognition (39.5%),
• Financial incentives (37.3%), getting awards (37.7%),
• Pleasure to do one’s work (26.4%), willingness to do one’s work
(25%),
MOTIVATIONAL THEORIES
1. Maslow need
theory (1943)
• Lower level needs are first
satisfied
before
higher level need
the
next
MOTIVATIONAL THEORIES…
2. Herzberg motivation theory (Herzberg, Mausner,& Snyderman,
1959).
Two factors as motivators and hygiene.
Job satisfaction is produced by motivators or intrinsic factors such as
achievement and recognition, whereas
Hygiene or extrinsic factors, such as pay and job security, produce job
dissatisfaction
MOTIVATIONAL THEORIES…
3. Vroom’s expectancy theory (Vroom, 1964).
based on the belief that employee effort will lead to performance and
performance will lead to rewards
Effort
Performance
Reward
Rewards may be either positive or negative and the more positive the
reward the more likely the employee will be highly motivated.
MOTIVATIONAL THEORIES…
4. Adams’s
equity
and
justice
theory(Adams, 1963,
1965).
• Employees
strive
for
equity between
themselves
and
other
employees
• Inequity comparisons result in a state of dissonance or tension that motivates
an employee to engage in behaviour designed to relieve tension.
• For instance, raising or lowering work efforts to re-establish equity, leaving
the circumstance that is causing inequity are some of these behaviours.
MOTIVATIONAL THEORIES…
5.
Cognitive evaluation theory
(Deci & Ryan, 1980).
Explains the effects of external consequences on internal motivation.
If employees are intrinsically motivated, they
attribute the cause of their
behaviour to internal needs and perform behaviours for intrinsic rewards and
satisfaction.
However,
external
elements (e.g., the reward system) may
result
employee in to questioning the true causes of his/her behaviour.
the
MOTIVATIONAL THEORIES…
6. Skinner’s reinforcement theory (1953, 1969)
Dictates
those employees’
behaviours that result in positive
outcomes will be repeated, and behaviours that having
negative
outcomes will not be repeated.
Thus, managers should positively reinforce employee behaviours that
lead to positive outcomes, for example, with extrinsic rewards.
On the contrary, managers should negatively reinforce employee
behaviour
that
leads
to negative outcomes (e.g., with
performance feedback and/or punishment)
Nohria et al., (2008) Four drives
that are foundation of Motivation
1. The drive to acquire - the acquisition of scarce goods
• E.g. food, clothing, housing and money, travel and entertainment.
• This drive tends to be relative – compare with others’.
2. The drive to bond - is associated with strong positive emotions like caring.
• This drive accounts for the huge increase in motivation when employees feel
proud of belonging to the organization, and for their loss of
morale when
the
organization betrays them.
• Bond explains why employees get difficult to break out from the organization or
the collague
drives that are foundation of
Motivation…
3. The drive to comprehend - represents the issue of satisfying
employee curiosity and mastering the world around them.
As part of their desire to make a meaningful contribution, employees
want to take reasonable action and respond to organizational events
These employees are motivated by jobs that challenge them and
enable them to grow, learn, innovate
4. The drive
to
defend – allow
employees to express their ideas
and opinions.
Satisfying the drive to defend leads to employees feeling secure
and
confident.
Without this drive, employees show strong negative emotions like
fear and resentment.
This drive explains employees’ resistance to change
TYPES OF MOTIVATION
1. Intrinsic Motivation: Motivation by internal desire
• E.g. Doing Sport to loose weight
2. Extrinsic Motivation: by external desires or rewards
• E.g. Doing Sport to loose weight by interest of wife/husband, after making
formal or informal rewards or recognition
3. Reward/Incentive based motivation: motivation to receive reward
once a certain goal is achieved
• E.g. A call for 10,000,000 birr after stating a criminal, incentive plan for top
performer nurses, guardians etc.
TYPES OF MOTIVATION…
4. Fear-based Motivation: motivation of accountability for certain
responsibility- Motivated for fear of failure or disappointing others
5. Achievement-based Motivation: being driven to acquire a
certain achievements (titles, position, and roles of jobs)
6. Power-based Motivation: To seek more control/be powerful
• Bad, but good to make change
7. Affiliation Motivation:
• People often say that it is not what we do but who we know that
dictates our success.
• Those who use this motivation, meet their goals when they connect
with others in higher positions than themselves
TYPES OF MOTIVATION…
8. Competence Motivation
• Type of motivation to push forward or become more competent in
a certain area and improve their skills.
9. Attitude Motivation
• Is a motivation linked with the way people see the world around
them and the way that they see themselves.
• For those missing life because of their attitude, this motivation is
most important to recover and move forward properly.
• E.g.
• Attitude change=100% change
• “When other see problems, entrepreneurs see opportunities”
• “To live the life you love, love the life you live”
SYNOPSIS
Theories of
motivation
Gaps of
Motivation
In your own
Organization
Your future
contributions
Practices of
motivation
Be
Motivated
Motivate
others
You will
be
Effective
Leader