chapter 18: motivating employees Flashcards
1
Q
motivation
A
the general desire to do something or behavev in a certain manner
2
Q
intrinsic motivation
A
reward comes from withinex
3
Q
extrinsic motivation
A
driven by external rewards (praise or money)
4
Q
Maslow’s hierarchy of needs
A
- what motivates people to meet their needs
- pyramid clarifies levels of needs for people
- every behavior has a cause and is motivated by an unmet need
- nurse’s responsibility is to recognize the unmet need and attempt to meet the need
- nurse should not judge individuals for acting on their unmet needs
5
Q
applying Maslow’s hierarchy of needs as a manager
A
- nurse managers cannot assume anything about other people that classifies them or labels them
- nurse managers must understand individual employees’ motivations to truly motivate them
- when employees are not motivated, the work of the unit or organization gets done at a less than optimum level
- when employee needs are met, they are better able to focus on work
6
Q
oppressed group behavior
A
- behavior that is exhibited when a group feels powerless compared to another group
- part of the history of nursing where nurses were obedient to other forces
- groups that are oppressed express their anger at being oppressed in different ways
7
Q
lateral violence
A
- classic behavior of members of an oppressed group of nurses
- nurses do not support each other
- passive aggressive behavior
- refuse to join their professional organization because they see it as a non cohesive organization without power
- the phrase “nurses eat their young” is a classic example of lateral violence: the oppressed go on to oppress others
8
Q
belief in lesser value
A
- accept the “make it do” mind set
- people feel they are of lesser value than others
- people feel they need to suffer more to receive any acknowledgement
- they feel they deserve bad situations and accept them
- the acceptance allows a bad situation to continue
9
Q
belief in superiority of decisions
A
- all decisions made at the top are considered to be superior to those made by subordinates
- this thinking places pts in danger
10
Q
codependency
A
- the need one person has for the continuous presence and support of another person to accomplish objectives
- does not allow self fulfillment at work
- someone who cannot work without the codependent partner is dangerous to pts and others
- managers must distinguish between effective team players and codependent members of the team
11
Q
theories of motivation
A
- McGregor’s theory x and theory y: focus on the manager’s attitudes about people
12
Q
McGregor’s theory x
A
- not based on a sense of group participation or caring
- the theory x manager believes people: dislike work and are lazy, need control and force to make them work, like to be directed, lack ambition
- oppressive management style
- manager believes in motivating by punishment
13
Q
mcgregor’s theory y
A
- more satisfying work environment and more productive workforce
- the theory y manager believes people: like to work, can attain objectives to which they are committed, accept responsibility
- theory y managers motivate others to higher levels on Maslow’s pyramid and allow for development of creative ideas and behaviors
- assertive communication and conflict resolution are examples of theory Y
14
Q
Herzberg’s two factor theory
A
- people who are properly motivated in their work have the potential to be both efficient and human
- to be motivated, people must feel satisfaction at work
- two factors play into motivation and job satisfaction: job hygiene factors and job motivation factors
15
Q
hygiene factors
A
- insurance
- holiday and vacation time
- job security
- working conditions
- interpersonal relationships
- salary
