Nursing Theory Essay

Motivation theories includeAchievement-motivation theory Expectancy theory Equity theory Motivation theories are derived predominantly from the work of:Abraham Maslow (a psychologist) Achievement-motivation theory developed by: Focus: Atkinson, McClelland, and Veroff Aspects of personality characteristics and proposes 3 forms of motivation/needs in work situations (achievement, power, affiliation) Individuals are not as concerned with the rewards of achievement as they are with the actual achievement are:Achievement (high need achievement) Expectancy theory Major concept In 1964 –Vroom decided to add the concept of expectancy, instrumentality & valence to motivation Expectancy is defined as Instrumentality describes Valance is In Short, the Expectancy Theory states thatDeveloped by Victor Vroom in 1960s The effect of ability and motivation on performance Performance = ability X motivation Performance = expectancy x instrumentality x valence The association between the action and the outcome of the action (action will lead to achieve goal) The type of outcome derived b/c of an action (achievement of a goal will lead to reward) The value placed on the desirability of the outcome by the employee An individual will act (performance) in a certain manner b/c there is an expectation (motivation) that the act will result in an outcome. Equity theory Developed by: This theory attempts to describe: Stacy Adams-a research psychologist The relationship in which an individual give something (input) and in exchange receives something (outcome) Ex: an individual expects that if he/she works hard at a job (input), he/she will receive compensation or recognition (outcome) based on what he/she put in Concepts of power, empowerment, and change Power is The larger concept from which authority is derived Power is defined asInfluence wielded (used) by an individual or group of individuals to change behaviors & attitudes and to sway decisions Authority isA formal right based on the manager’s position in the organization. A source of legitimate power 5 bases/sources of powerReward, coercive, legitimate, referent, and expert power Coercive, reward, & legitimate power – are considered formal bases of power Referent & expert power – are personal bases of power Two other bases of power Informational power vs. charismatic powerInformational power – is the power held by an individual who has the information necessary for others to accomplish a task or goal Charismatic power – is the power that attracts one individual to another Empowerment isThe transfer or delegation of responsibility & authority from managers to employees; empowerment is the sharing of power (sharing vision, mission, knowledge, expertise†¦) Change Planned Change Theory Central to Lewin theory A field – Force – have 2 forces (driving force vs. restraining forces) By Kurt Lewin (a German psychologist –if u care!!! ) The concepts of field and force Can be viewed as a system (if one part of the system change, then the whole system must be examined to determine the effect of that change) Driving force – encourages/facilitates movement to a new direction, goal, or outcome Restraining force – (opposite with driving force). Restraining forces block or impede progress toward the goal. Problem-Solving and decision-making processes The Rational Decision-Making ModelInvolves a cognitive process where each step follows in a logical order from the one before. By cognitive, It means -based on thinking through and weighing up the alternatives to come up with the best potential result. Bounded rational decision-making model (Bounded rationality) Means that humans are unable to make entirely rational decision b/c of the limits of human mental abilities and b/c of the influence of external force on decision making. A decision maker is said to exhibit bounded rationality when they consider fewer options than are actually available, or when they choose an option that is not â€Å"the best overall† but is best within the current circumstances. E. g. , someone spills coffee on a shirt in a restaurant, and goes next door and buys a poorly fitting shirt to change into immediately. Obviously it would be optimal to buy a proper fitting shirt. But if the person is in a hurry and cannot wear a wet, coffee stained shirt, then buying the poorly fitting one is appropriate. This is an example of bounded rationality Group Decision Making modelOften used when the decision is complex, such as when a new process or product is being developed. Advantage: the decision made may be higher quality Major errors may be avoided Disadvantage: Take longer to reach decision May lead to compromises that really do not solve the problem Organizational Quantitative Decision-Making Techniques Rely on facts & quantitative measures (data based) to make decisions (although intuition & judgment still influence the decision making process) Conflict Management Characteristics of a conflict situation: Conflict Mode Model 2 types of response: cooperativeness vs assertiveness Thomas & Kilmann (1974) – 5 conflict-handling modes/strategies: Thomas (1976) recommended that the FIRST COURSE of action is to discern (recognize) the other party’s intent in causing the conflict before determining how to respond Cooperativeness – focus on statisfying the other person’s concern Assertiveness – focus on statisfying one’s own concern 1. Competing or forcing – used when the issue is important, needs speedy resolution . Ex. An individual pursues his own concerns at the other person’s expense. This is a power-oriented mode in which you use whatever power seems appropriate to win your own position. (Assertive but uncooperative) 2. Accomodation – opposite of competing. When accomodating – the individual neglects his own concerns to stisfy the concerns (assertive and cooperative) 3. Avoidance – the person neither pursues his own concerns nor those of the other individual.