MORALE AND MOTIVATION

MORALE AND MOTIVATION Trent/Fleming Nursing January 28, 2004

Think about – and then write down “3 situations in which I feel good about myself”

Think about - and then write down - “3 things that I enjoy doing”

MORALE Confidence, determination of a group or person (Oxford) Esprit de corps (Merriam Webster) The mental and emotional attitudes of an individual to the tasks expected of him (MW)

MOTIVATION That which causes a person to act in a particular way (Oxford) That which stimulates the interest of a person in an activity (Oxford) A need or a desire that causes a person to act (Merriam Webster)

MORALE is related to FEELING - it is the perception of satisfaction or dissatisfaction MOTIVATION is related to BEHAVIOUR

Think about - and then write down - “3 reasons I chose nursing”

HOW WELL DO THE THREE LISTS REFLECT EACH OTHER??

ORGANIZATIONAL SATISFACTION EMBRACES NOT ONLY THE WORKERS ADAPTATION TO THE ORGANIZATION BUT ALSO WHAT THEIR WORK MEANS TO THEM AND WAYS IN WHICH THE ORGANIZATION MIGHT ADAPT TO THEIR (THE WORKERS’) NEEDS (Stamp)

MEASURING SATISFACTION IS ONE THING - CHANGING IT IS ANOTHER! The important knowledge we gain is not about measuring work satisfaction; the goal is to create more satisfying jobs

THE RESEARCH Research concentration of the 30’s/40’s Motivation creates satisfaction versus Satisfaction creates motivation

CONTENT THEORIES of MOTIVATIONfocus on individual processes TAYLOR 1911 Principles of Scientific Management - individuals will be motivated to complete tasks if reward is directly linked to task completion - economics as the primary motivator

MASLOW 1954 Hierarchy of Needs - satisfaction of a low level need allows focus on a higher level need - introduction into the literature of formal writing/theory around ‘fulfillment’ - explicit assumption that partial satisfaction and partial dissatisfaction co-exist

HERZBERG 1959 Hygiene Theory - 2 basic sets of needs: 1 satisfies, 1 dissatisfies - satisfiers: achievement, recognition, responsibility - hygiene factors: absence of salary, job security, structure, supervision, policy

ABSENCE OF A SATISFIER DOES NOT NECESSARILY CREATE DISSATISFACTION HYGIENE FACTORS ARE POWERFUL DISSATISFIERS IN THEIR ABSENCE BUT AN INCREASE IN THESE AREAS DOES NOT CREATE SATISFACTION

PROCESS THEORIES of MOTIVATIONfocus on organizational processes VROOM 1964 The Expectancy Model - motivation as dependent on individual perception of preference and expectancy - a particular behaviour will produce a particular outcome (+ve or -ve)

PORTER and LAWLER 1968 MOTIVATION MODEL - people are motivated by future expectations based on past experience as influenced by personality and skills - performance level in the job causes the level of satisfaction hi performance --> hi satisfaction lo performance --> lo satisfaction

THEORIES OF SATISFACTION NEED FULFILLMENT THEORY Maslow Herzberg SOCIAL REFERENCE GROUP THEORY (EQUITY THEORY)

Social Reference Group Theory Work satisfaction as a function of, and positively related to; job characteristics that meet the wants of a group to which the worker looks for guidance/direction in evaluating his/her own reality (Korman)

Work satisfaction is determined by the perceived ratio of what a person receives from his/her job relative to what he/she puts into that job (Adams)

EXPECTED OUTCOMES ARE DETERMINED BY COMPARING ONE’S WORK AND REWARDS TO OTHERS IN A SIMILAR JOB OVER-REWARDING (guilt) AND UNDER-REWARDING (unfair treatment) LEAD TO DISSATISFACTION AND REDUCE MOTIVATION TO ACHIEVE OUTCOMES

EMPOWERMENT To give official authority to (Webster) Earned autonomy based on consistent contribution as a situational leader for the good of the employee, the customer and the organization (McGraw)

Components of Empowerment - balance of power - enabling (gaining access to power) - shared power - leader versus manager - delegation of authority - participative management

COMMUNICATION IS THE PRIMARY WAY OF MAINTAINING/SHARING POWER

EMPOWERMENT THEORIES NEWMAN 1989 OPEN SYSTEMS THEORY OF NURSING • nurse core structures: physical, pyschological, sociocultural, developmental, spiritual • client system: lines of defense - environment: internal and external stressors

EQUILIBRIUM OF THE NURSE MUST BE MAINTAINED FOR AN EFFECTIVE CARE DELIVERY SYSTEM

GRANT 1986 EXCHANGE FLOW SYSTEM - flow process model designed to improve job performance - employment as an exchange process in which both employee and organization have needs and in which both make contributions - Effort Net Return Model of motivation and satisfaction

manage individuals AND rewards • working conditions, external life, degree of decentralization, nature of the organization as key influencers of employee satisfaction - employees strive to maximize aggregate satisfaction (home + work) - this theory exposes some of the “myths” of workplace satisfaction, including:

MYTH increased motivation = increased productivity REALITY increased motivation --> increased work --> increased dissatisfaction (and potentially burnout)

MYTH: happy worker is a motivated worker REALITY: a happy person may be happy doing nothing or may be happy doing the wrong thing

MYTH: greater rewards lead to greater motivation REALITY: ability of a reward to motivate is dependent on the effort required to attain the reward (declining marginal utility)

WHAT DOES A SATISFYING WORKPLACE LOOK LIKE?

Autonomy - job related independence Interaction - formal/informal social and professional contact during work hours Organizational Policies - P&P supporting nursing Pay- $/hour and benefits Professional Status - your view and the view of others about your profession’s importance Task Requirements - what is done in the job

INDEX OF WORK SATISFACTION (Stamp) COMPLETE THE FORCED CHOICE SELECTION

Autonomy 2 3 2 1 1 3 Interaction 5 4 3 3 2 2 Pay 1 1 6 5 4 4 Policies 6 6 5 6 6 6 Prof Status 4 2 1 2 3 1 Task Req’t 3 5 4 4 5 5

Med/Surg Crit Care 2 Autonomy 3 3 Interaction 2 6 Pay 5 5 Policies 6 1 Prof Status 1 4 Task Req’t 4

STORIES FROM THE FIELD Bogota 1986 “I have 8 hours to do a 9 hour job” Bruce et al, Canadian Nurse 1998 “With the nursing shortage we have a perfect storm brewing: Korcok, CMAJ November 01

“… nurses have consistently identified a non-supportive, demeaning and, at times, hostile relationship with physicians as one of the most important factors deteriorating the quality of work life for nurses” Oneil & Seago, JAMA, 2002

Succeeding Against the OddsNHS Leadership Centre SUPPORT THAT MATTERS: respect as a person recognition support without interference appreciation of differences in priorities more contact with manager feeling free to phone somebody

support to be creative support when speaking frankly real inclusion in decision making political guidance help with time pressures development resources support to progress to the next level

TYPES OF RECOGNITION (in order of frequency listed): positive feedback from managers/staff top level recognition opportunity to lead/colead a project/trial own sense of achievement being head hunted opportunity to write a paper/present recognition from clients policy development opportunity

getting job an award - achieved or nominated consultant support to develop ability opinion being sought secondment to a project development opportunity fair, effective performance appraisal representative role in video/brochure for corp.

PERSONAL QUALITIES: interpersonal skills (warm, approachable) honesty, self awareness commitment to making a difference professional competence self motivation supportive team work respect - for clients/colleagues able to challenge able to take criticism

always doing your best positive approach adaptability/flexibility fairness setting an example ability lead/influence change

Leadership Walking the talk Accessibility Transparency Credibility

Kouzes and Posner Challenge the Process Model the Way Inspire the Vision Enable Others to Act Encourage the Heart

Leadership as a relationship, not a position INTEGRITY/HONESTY FORWARD LOOKING INSPIRING COMPETENT FAIR MINDED

WHAT HELPS MOST? Determination Encouragement from managers/colleagues Professional ability Being proactive and willing to learn Mentors - political awareness, using networks Home supports

At PRHC? Mission/vision Workplace and Patient Care Values Values Effectiveness Council Partnership Council Model Organizational effectiveness and learning service Increased front line management Measurement of satisfaction Guided Learning program Zero tolerance policy Mediation service

At PRHC in Nursing? Nursing Practice Council(s) Professional Practice Service Nurse Educators Credentialling Recruitment Orientation/On site ongoing education Nursing QWL process Peer recognition Nurse Executive/Chief Nursing Officer

MORALE AND MOTIVATION