The presentation summarizes ideas from Chapter 9 from Leadership for Pharmacists on motivation strategies.

1. Chapter 9:
Motivation Strategies
How to Motivate Yourself and Others

2. Available on Amazon at
https://www.amazon.com/gp/product/0996
644938/ref=dbs_a_def_rwt_bibl_vppi_i2
or
https://pharmacylibrary.com/doi/book/10.2
1019/9781582123134

3. LEARNING OBJECTIVES
1. Discuss different problem solving/decision making approaches
2. Identify barriers to good decision making
3. Delineate the steps in problem solving
4. Apply the steps to pharmacy managerial problems

4. STRATEGIES TO MOTIVATE
YOURSELF AND OTHERS

5. Learning Objectives
Evaluate the benefits and difficulties associated with pay-for-performance
motivational systems
Discuss the concept of job enrichment
Describe the roles of key characteristics of job enrichment in increasing a person's
engagement in their work
Identify strategies for motivating yourself
Develop a list of Do's and Don'ts for managing yourself and others

6. Motivation strategies fall into three categories
1. linking pay/rewards to job performance
2. enriching the job or perceptions of the job to increase intrinsic motivation
3. helping people become more self-motivated

7. LINK PAY TO JOB PERFORMANCE
Use rewards to encourage behavior

8. Theoretical support linking pay to performance
Expectancy Theory, Reinforcement Theory, and Maslow’s Hierarchy of Needs all
suggest that behavior can be encouraged with the right rewards
Equity Theory argues that individuals' who perceive inequity in rewards will be
motivated to increase their performance to reduce that inequity
Herzberg's two-factor theory supports rewards in limited circumstances in
motivating individuals to complete low level tasks
Self-determination theory claims that rewards can motivate when they are
associated with an individual’s personal needs, desires, and drives

9. Nevertheless, pay-for-performance (P4P) is
difficult to do well, and many P4P plans fail to
achieve desired goals

10. Failure can occur from flaws in P4P design and
implementation, inability of P4P to affect non-
motivation reasons for performance, its potential
to damage professional relationships, and the fact
that P4P can encourage the wrong behaviors

11. Motivating with rewards requires programs to:
1. Accurately measure and assess change in performance
2. Get payers and performers to agree on the measures and the rewards used
3. Assign a reward that is significantly large but not too large for that performance
4. Assign rewards often enough to reinforce desired behavior
5. Communicate how the change in performance resulted in the reward being
given or not given

12. Pharmacists who practice at high
professional levels often do so in spite of
the rewards systems, not because of
them

13. Instead, they practice as high levels for
personal, internally motivated reasons

14. ENRICH JOBS

15. https://commons.wikimedia.org/wiki/File:Ford_assembly_line_-_1913.jpg

16. Some jobs and tasks can be seen as
boring and monotonous, like that of
assembly line work

17. These jobs are viewed as repetitive
mindless routines that vary little
throughout the day

18. Job enrichment is a response to the dull
routine of many work settings

19. Job enrichment seeks to build personal
achievement and growth in the jobs
themselves

20. Job enrichment involves changing
1. The variety of skills employed in a job
2. The extent that jobs allow individuals to follow the job from start to finish --
called task identity
3. Task significance, one's perceptions that work has a substantial and detectable
impact on the world
4. Autonomy, control over one’s work
5. Feedback, information about performance and ways of doing better

21. SELF-MOTIVATION
The only strategy available to every pharmacist no matter the work
setting

22. Review of self-determination theory
It states that motivation and engagement in tasks are influenced by an individuals‘
need to
1. direct their own life (i.e., autonomy),
2. to control the outcome and develop mastery (i.e., competence), and
3. connect with others and be a part of something greater than themselves (i.e.,
relatedness)

23. Maslow’s Hierarchy of Needs
EsteemEsteem
SocialSocial
SafetySafety
PhysiologicalPhysiological
SelfSelf--ActualizationActualization
Reaching full career potential,
Mastery of skills & knowledge
Recognition by peers & public,
Feeling that you make a difference
Protection from physical harm,
sickness, & financial disaster
Friendship and belonging in
interpersonal & group relationships
Basic needs and comfort met
Motivating Factors
achievement, recognition,
advancement, responsibility,
personal growth, work itself
Maintenance Factors
Salary, job security, work conditions,
company policies, supervision,
interpersonal relations
(supervisor, peers, subordinates),
status, work conditions
Herzberg’s Two Factor Theory
Self Determination:
Autonomy, Competence,
Relatedness

24. Every individual has two
choices
1. Motivate yourself
Do your own thing
Have trouble getting & keeping a
job
Become an entrepreneur
Align your goals with
that of others
Work with an employer toward a
mutually compatible mission
Always place your employer’s goals
above yours
2. Let others motivate
you
Chafe at being
manipulated
Be that angry worker you always
vowed you would never be
Act up. Get fired or quit.
Enjoy letting others
make the tough
decisions about your life
Get lucky with an employer who is
competent & always acts in your
best interests
Be surprised when your employer
goes out of business or treats you
badly

25. Motivating Yourself
Know what you want
• Remind yourself about your mission, your purpose
Find your career path
• Pursue jobs and tasks that move you toward your mission and engage you

26. INTEGRATING AND APPLYING THEORIES TO LEAD
OTHERS
Stop trying to motivate people
• Establish the right culture
• Develop positive feedback loops
Avoid demotivating them
Provide adequate rewards
Try to be fair
Never make threats
Communicate a higher purpose.

27. Why people do not perform as expected in tasks
Reasons why people do not perform Motivation, environment,
training, or job fit?
People do not know what tasks to do Lack of training or knowledge
People do not know why they should do tasks Lack of training or knowledge
People do not know how to do tasks Lack of training or knowledge
People think that other tasks are more important Lack of training or knowledge
People lack the capability to ever do the task as desired no matter
how much they want to
Job fit
People put off the task due to procrastination Motivation
People do not want to do the task Motivation
People are rewarded for not doing the task Motivation
People are not punished for not doing the task Motivation
People do not do the task because they do not have the tools
necessary to do it
Environment
Unexpected events get in the way of doing the task Environment
People have personal problems that get in the way Motivation or environment

28. Happiness Traps (Bonus)
Pharmacists often fall into destructive mindsets and ways of working that make them
unsatisfied and ultimately less successful
• Ambition Trap: Pursue goal after goal without considering purpose and personal
meaning. “That next promotion, that next new job, that next bonus.” “It can feel really
empty after a while.”
• “Should” trap. Doing what’s expected rather than what we want
• Money trap. Chasing money
• Helplessness Trap. ‘It's their fault. They did it to me. If it weren't for that horrible
colleague or that boss or that team member I'd be fine, but I can't do anything. There's
nothing I can do.’
• Overwork trap. Not taking time for oneself
https://www.forbes.com/sites/kevinkruse/2017/11/21/which-of-the-5-happiness-traps-do-you-fall-into/#7864de153f3c