THEORIES OF NURSING

MANAGEMENT
By

JAMMIE B. AKUT
CHRISTINE M. ARSOLLON
 EXPECTANCY THEORY
• By Victor Vroom

• Assumes that behavior results from conscious

choices among alternatives whose purpose it is to
maximize pleasure and minimize pain. 

• Key elements to this theory are referred to as

Expectancy (E), Instrumentality (I), and Valence (V)

• An employee's performance is based on

individuals factors such as personality, skills,
knowledge, experience and abilities
Expectancy theory says that individuals have different
sets of goals and can be motivated if they believe
that:

1.There is a positive correlation between efforts and

performance,
2.Favorable performance will result in a desirable
reward,
3.The reward will satisfy an important need,
4.The desire to satisfy the need is strong enough to
make the effort worthwhile.
Expectancy Theory is based upon three beliefs:

1. VALENCE

• Valence refers to the emotional orientations people hold

with respect to outcomes [rewards]. The depth of the want
of an employee for extrinsic [money, promotion, time-off,
benefits] or intrinsic [satisfaction] rewards.
• strength of an individual’s preference for a particular
outcome.
• Management must discover what employees value.
2. INSTRUMENTALITY

• The perception of employees whether they will actually get

what they desire even if it has been promised by a
manager.
• the probability (ranging from 0 to 1) that a particular action
or effort will lead to a particular first level outcome.
• Management must ensure that promises of rewards are
fulfilled and that employees are aware of that

3. EXPECTANCY
• Employees have different expectations and levels of
confidence about what they are capable of doing.
• Management must discover what resources, training, or
supervision employees need.
The Vroom expectancy or VIE theory of Motivation

INTRUMENTALITIES
EXPECTANCY

• (+) valence – the Second-Level Outcomes

person prefer attaining
for a particular First-Level Outcomes
outcome. Outcome 1a

• (0) valence - the individual is Outcome 1

indifferent toward the outcome.
MOTIVATIONAL Outcome 1b
FORCE
F = Σ Valence x
Expectancy
• (-) valence – the Outcome 2a
individual prefers not
attaining the outcome to Outcome 2
attaining it.
6
Outcome 2b
 THEORY X AND THEORY Y

• describe two very different attitudes toward workforce

motivation

• grouped Maslow's hierarchy into "lower order" (Theory X)

needs and "higher order" (Theory Y) needs.

• If organizational goals and individual needs could be

integrated so that people would acquire self-esteem and,
ultimately, self-actualization through work, then
motivation would be self-sustaining.
THEORY X

– management assumes employees are inherently lazy

and will avoid work if they can and that they inherently
dislike work
– management believes that workers need to be closely
supervised and comprehensive systems of controls
developed
– A hierarchical structure is needed with narrow span of
control at each and every level
– employees will show little ambition without an enticing
incentive program and will avoid responsibility
whenever they can
– if the organizational goals are to be met, theory X
managers rely heavily on threat and coercion to gain
their employee's compliance

– Beliefs of this theory lead to mistrust, highly restrictive

supervision, and a punitive atmosphere

– Theory X manager tends to believe that everything

must end in blaming someone. He or she thinks all
prospective employees are only out for themselves

– Theory X manager believes that his or her employees

do not really want to work, that they would rather
avoid responsibility and that it is the manager's job to
structure the work and energize the employee
THEORY Y

– management assumes employees may beambitious

and self-motivated and exercise self-control
– believed that employees enjoy their mental and
physical work duties
– to them work is as natural as play
– possess the ability for creative problem solving
– theory Y managers believe that employees will learn to
seek out and accept responsibility and to exercise self-
control and self-direction in accomplishing objectives
to which they are committed
– Theory Y managers believes that the satisfaction of
doing a good job is a strong motivation. 

– McGregor simply argues for managers to be open to a

more positive view of workers and the possibilities that
this creates

– Theory Y managers are more likely than Theory X

managers to develop the climate of trust with employees
that is required for human resource development

– Managers communicating openly with subordinates,

minimizing the difference between superior-subordinate
relationships,  include the sharing of decision making 
 TRICHOTOMY OF NEEDS
• David C. Mcclelland's Motivational Needs Theory

• Needs are found to varying degrees in all workers and

managers, and this mix of motivational needs characterises
a person's or manager's style and behaviour

• David McClelland described three types of motivational

need, which he identified in his 1961 book, The Achieving
Society
• achievement motivation (n-ach)
• authority/power motivation (n-pow)
• affiliation motivation (n-affil)
1. Need for Achievement

– A need to accomplish and demonstrate mastery

– achievement motivated
– seeks achievement, attainment of realistic but
challenging goals, and advancement in the job
– strong need for feedback as to achievement and
progress
– a need for a sense of accomplishment
2. Need for Power

– authority motivated
– Need for control over one’s own work
– produces a need to be influential, effective and to
make an impact
– strong need to lead and for their ideas to prevail
– Motivation and need towards increasing personal
status and prestige
3. Need for Affiliation

– affiliation motivated
– need for friendly relationships and is motivated
towards interaction with other people
– Need for love and belongingness
– affiliation driver produces motivation and need to be
liked and held in popular regard
– people are team players
•  strong n-affil 'affiliation-motivation' undermines a
manager's objectivity, because of their need to be liked,
and that this affects a manager's decision-making
capability

• A strong n-pow 'authority-motivation' will produce a

determined work ethic and commitment to the
organization but may not possess the required flexibility
and people-centered skills

• n-ach people with strong 'achievement motivation' make

the best leaders, although there can be a tendency to
demand too much of their staff in the belief that they are
all similarly and highly achievement-focused and results
driven
 TWO-FACTOR THEORY
• By Frederick Herzberg

•  theorized that job satisfaction and job dissatisfaction act

independently of each other

• a.k.a “Herzberg’s Two-Factor Theory ”

• states that there are certain factors in the workplace that

cause job satisfaction, while a separate set of factors
cause dissatisfaction

• Focus is on INCREASING OVERALL SATISFACTION

Rather than meeting the individual needs
• Types of Factors:

 Motivator Factors
– satisfy higher-order needs, motivates one to exert more
effort

 Hygiene Factors
 Satisfy the lower order needs and prevent
dissatisfaction.
 They do not encourage individuals to exert more effort,
but must be satisfied first so that motivators can
increase satisfaction

• Types of motivation:
 Extrinsic motivation – outside the job
 Intrinsic motivation – within the job
 HYGIENE FACTORS MOTIVATOR FACTORS
The Environment The Job
JOB NO JOB NO JOB JOB
DISSATISFACTION DISSATISFACTION SATISFACTION SATISFACTION

Pay Meaningful and challenging work

Status Recognition for accomplishments
Security feeling of achievement
Working conditions Increased responsibility
Fringe benefits Opportunities for growth and
advancement
Policies and administrative practices
Job itself
Interpersonal relations
 THEORY Z
• By William Ouchi

• Describes the art of Japanese management and shows

how it can be adapted to American companies.

•  focused on increasing employee loyalty to the company

by providing a job for life with a strong focus on the well-
being of the employee, both on and off the job

• tends to promote stable employment, high productivity,

and high employee morale and satisfaction
• workers tend to want to build happy and intimate working
relationships with those that they work for and with, as
well as the people that work for them

• Theory Z workers have a high need to be supported by

the company, and highly value a working environment in
which such things as family, cultures and traditions, and
social institutions are regarded as equally important as the
work itself

• Workers have a very well developed sense of order,

discipline, a moral obligation to work hard, and a sense of
cohesion with their fellow workers
• Theory Z workers, it is assumed, can be trusted to do
their jobs to their utmost ability, so long as management
can be trusted to support them and look out for their well
being

• Management must have a high degree of confidence in

its workers in order for this type of participative
management to work

• Assumes that workers will be participating in decision

making
 REFERENCES
• Gordon, Judith R. A Diagnostic Approach
to Organizational Behavior. 3rd ed. P 137-
139
• http://www.businessballs.com/davidmcclell
and.htm
• http://managementhelp.org/mgmnt/history.
htm