HA510 Discussion Unit 6
Motivating Staff
After completing your readings:
Title: Haimann’s Healthcare Management
Edition: 10th (2015)
Author: Dunn
Publisher: Health Administration Press
Book ISBN: 978-1567937251
Read Chapters 21 and 22
Inside Organizational Development for Health Care
The U.S. Office of Special Counsel addresses many workplace issues. Read the USOSC information on Managing Workplace Conflict at the following website:
use one or more of the theories to discuss how to motivate staff. Posts should be 150 words or more.
In two separate paragraphs with no less than 85 words give your personal opinion to Anita Schultz and Giovanni Cepeda
Giovanni Cepeda
The Herzberg’s Two-Factor Motivation -Hygiene Theory states that some factors that can affect employees motivation are unfair or bias company policy and administration, inappropriate supervision , lack of interpersonal relations, unsafe or unhealthy working conditions and unfair pay and benefits (Dunn, 2016), However, the most important factors for improving employees motivation are achievement, recognition, the nature of the job, responsibility and advancement.
To maintain employees motivated by following the Herzberg’s Two-Factors Motivation-Hygiene Theory I believe a leader must possess a good degree of emotional intelligence which is the ability to be self-aware of our their emotions and limitations, the ability to detect emotions on others and the ability to use those emotions to complete tasks ( Burns, 2012); an emotional intelligent leader is able to facilitate communication between individuals and between groups because he or she is very skillful in most communication methods including verbal, non-verbal and body , in addition, emotional intelligent leader are able to identify the different factors that affect the job satisfaction of their employees regardless of age, gender and culture.
Furthermore, emotional intelligent leaders usually stays away from uncomfortable situations or situations in that can undermine their position of authority in part because they are very aware of their limitations and they know when to ask for help.
References:
Dunn, R. T. Dunn & Haimann’s Healthcare Management, Tenth Edition. [VitalSource Bookshelf]. Retrieved from
Burns, L. Shortell and Kaluzny’s Healthcare Management: Organization Design and Behavior. [VitalSource Bookshelf]. Retrieved from
Anita Schultz
I believe the best customer service and patient care is going to come from satisfied and motivated employees. As a leader, it is my duty to determine how and what will motivate my employees. Vroom’s expectancy model indicates that employees will act a certain way or complete tasks based on what they anticipate will be desired results. Vroom’s expectancy model is a 3 step process where first the employee needs the skills and tools to complete the task. It is important that when we are motivating employees we are making sure that they are properly educated and skilled to complete the job. The second step is evaluating how well the job must be completed in order to receive a reward and if the perceived reward is worth the effort. The third step is to complete the job and see if the desired reward is granted. As a leader. I believe providing proper education and expectations are the first step to motivate employees. Most people do not want to fail at their jobs and will be more motivated if they are confident they can succeed. Rewards for their success does not always have to be monetary. Some examples of non monetary rewards would include employee of the month, a thank you card expressing your appreciation of their hard work, casual Friday, or early dismissal one day (for non patient care employees). Monetary rewards would be based on the size of the job completed, which could range from buying bagels or lunch to a 20% (of their salary) year end bonus.
Skinner’s reinforcement model where negative outcomes can motivate can work in conjunction with the positive. I think negative outcomes tends to be a good motivator when it comes to attendance. My current employer uses a point system for each absence, tardy, and missed time clock punches. After an employee reaches a certain number of points they may lose privileges such as being a mentor or trainer, ultimately too many points result in termination.
Dunn, R. (2016). Dunn and Haimann’s healthcare management. Chicago, IL: Health Administration Press.
