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How would you handle a staff member who repeatedly asks to have his schedule changed? Like reinforcement theory, expectancy theory (Vroom, 1964) emphasizes the role of re- wards and their relationship to the performance of desired behaviors. Expectancy theory regards people as reacting deliberately and actively to their environment. In an effort to improve the […]

As a nurse manager, how would you handle this? Another procedure is shaping. Shaping involves selectively reinforcing behaviors that are successively closer approximations to the desired behavior. When people become clearly aware that desirable rewards are contingent on a specific behavior, their behavior will eventually change. Behavior modification works quite well, provided that rewards can

Was there adequate coverage to meet the needs of the organization? Take Thad, for example. As a new employee, Thad conscientiously completed critical paths for his assigned patients. When the manager recognized Thad for his good work, his peers began to exclude him from the group. Although the manager was attempting positive reinforcement, Thad quit

How well did it work? Consequences may be positive, as with praise or recognition, or negative. Positive reinforc- ers are used for the express purpose of increasing a desired behavior. Kyle, a staff nurse, offered a creative idea to redesign work flow on the unit. His manager supported the idea and helped Kyle implement the

Motivational Theories Historically, motivational theories were concerned with three things: 1. What mobilizes or energizes human behavior 2. What directs behavior toward the accomplishment of some objective 3. How such behavior is sustained over time The usefulness of motivational theories depends on their ability to explain motivation adequately, to predict with some degree of accuracy

What has been your experience with staffing? Reinforcement theory, also known as behavior modification, views motivation as learn- ing (Skinner, 1953). According to this theory, behavior is learned through a process called oper- ant conditioning, in which a behavior becomes associated with a particular consequence. In operant conditioning, the response–consequence connection is strengthened over time—that

How such behavior is sustained over time Process Theories Whereas content theories attempt to explain why a person behaves in a particular manner, process theories emphasize how the motivation process works to direct an individual’s effort into performance. These theories add another dimension to the manager’s understanding of mo- tivation and help predict employee behavior

Determine FTEs needed. Content Theories Content theories emphasize individual needs or the rewards that may satisfy those needs. There are two types of content theories: instinct and need. Instinct theorists characterized instincts as inherited or innate tendencies that predisposed individuals to behave in certain ways. These theo- ries were attacked for their difficulty in pinpointing

Compensation Responsibilities Daily job performance Benefits Education—basic/advanced Attendance Job design Continuing education Punctuality Leadership style Skills/abilities Adherence to policies and procedures Recruitment and selection Absence of incidents/errors/accidents Employee needs/goals/abilities Honesty and trustworthiness CHAPTER 17 • MOTIVATING AND DEVELOPING STAFF 229 considered troublesome in one department may be acceptable in another department. Finally, some behaviors are

This performance model identifies six categories likely to be viewed as important: 1. Daily job performance 2. Attendance 3. Punctuality 4. Adherence to policies and procedures 5. Absence of incidents, errors, and accidents 6. Honesty and trustworthiness Although there is conceptual overlap in these categories, separate designation of each helps emphasize their importance. When using