METHODS FOR MOTIVATING EMPLOYEES 1. Job rotation: This is also known as cross training.

It can be effective for employees that perform repetitive tasks in the job. This allows the employee s to learn new skills by shifting them from one task to another. 2. Job enlargement: is a motivation technique used for employees that perfo rm a very few and simple tasks. It increases the number and variety of tasks tha t the employee performs, resulting in a feeling of importance 3. Job enrichment: this method increases the employees control over the wor k being performed. It allows the employees to control the planning, execution an d evaluation of their own work, resulting in freedom, independence and added res ponsibility. 4. Flexible time: this allows the employees to choose their own work schedu le to a certain extend. 5. Job sharing: a less common method but very effective in preventing bored om. It allows employees to share two different jobs 6. Employee involvement: people want to feel like they are a part of someth ing. Letting the employees to be more active in decision-making related to their job makes them feel valued and important to the company and increases job motiv ation. 7. Variable pay programs: merit based pay, bonuses, gain sharing, and stock ownership plans are some good motivators for employees. They should be offered as an incentive or reward for outstanding performance. CREATING A MOTIVATING CLIMATE As the organisation has an impact on intrinsic and extrinsic mot ivation, it is important to examine organisational climates or attitudes that in fluence workers morale and motivation. Employees want achievement, recognition a nd feedback, the opportunity to assume responsibility, a chance for advancement, fairness, good leadership, job security and acceptance and adequate monetary co mpensation. All these create a motivating climate and lead to satisfaction in th e work place. e.g. nurses who experience satisfaction stay where they are, contributing to org anisation s retention. STRATEGIES TO CREATE A MOTIVATING CLIMATE 1. Have a clear expectation for workers and communicate effectively. 2. Be fair and consistent when dealing with all employees. 3. Be a firm decision maker. 4. Develop a team work/team spirit. 5. Integrate the staffs needs and wants with the organization s interest and purpose. 6. Know the uniqueness of each employee. 7. Remove traditional blocks between the employee and the work to be done. 8. Provide opportunities for growth. 9. Encourage participation in decision-making. 10. Give recognition and credit. 11. Be certain that employees understand the reason behind decisions and act ions. 12. Reward desirable behaviour. 13. Allow employees exercise individual judgement as much as possible. 14. Create a trustful and helping relation with employees. 15. Let employees exercise as much control as possible over their work envir onment.

CONCLUSION Nearly all the conscious behavior of human being is motivated. The internal need s and drives lead to tensions, which in turn result into actions. A manager requ ires to create and maintain an environment in which individuals work together in groups towards the accomplishment of common objectives. A manager cannot do a j ob without knowing what motivates people. The building of motivating factors int o organizational roles, the staffing of these roles and the entire process of le ading people must be built on knowledge of motivation. It is necessary to rememb er that level of motivation varies both between individuals and within individua ls at different times. Today in the increasingly competitive environment, mainta ining a highly motivated workforce is the most challenging task. The art of moti vation starts by learning how to influence the behavior of the individual. This understanding helps to achieve both, the individual as well as organizational ob jectives. JOURNAL ABSTRACTS: Kerstin EL Nilsson and Margareta I Warrn Stomberg. Nursing students motiv ation. BMC Nursing; 2008. http://www.biomedcentral.com Shah & Prof. Param J. Shah. Management Tutorials & Tips. www.laynetworks .com BIBLIOGRAPHY: 1. BT Basavanthappa. Nursing Administration. New Delhi: Jaypee Brothers; 2. Bessie L. Marquis and Carol J. Huston. Leadership roles & Management fun ctions in Nursing. 6th edition. New Delhi: Wolters Kluwer; 2009. Pp 422-432 3. Dee Ann Gillies. Nursing Management.3rd edition. Philadelphia: W. B. Sau nders Company; 1994. Pp 354-357 4. Russell C. Swansburg. Management and leadership for nurse managers. 2nd edition. Jones and Bartlett publishers: Massachusetts; 1996. Pp 442-458 5. Rebecca A. Patronis Jones. Nursing leadership and management. 1st editio n. New Delhi: Jaypee brothers; 2008. Pp 30-32