As An HR Manager In A Large Healthcare Organization ✓ Solved

As an HR manager in a large health care organization

As an HR manager in a large health care organization, you have developed a new reward and recognition program designed to help increase employee motivation and job satisfaction in a specific hospital department of your choice. You may choose either a clinical or non-clinical department. Based on the course readings and a minimum of four appropriate sources of research, create a 4–6 page executive summary suitable for presentation to senior leadership on employee motivation that includes the following: Determine which department is suitable for the reward and recognition program. Identify a specific goal the employees must work on to be eligible for recognition or to receive the award. Examples include reducing errors, increasing customer or patient satisfaction, reducing costs. Research a specific motivation theory and determine why this method would be the most practical and effective for this program. Theories such as the expectancy theory, equity theory, goal-setting theory, Management by Objectives (MBO), or the four-prong model of intrinsic motivation. Explain why the selected theory would be the most practical and effective for the rewards and recognition program. Recommend 2–3 types of rewards and (or) recognition that would be the most effective in motivating the employees to achieve the goals. Create a communication tool for eligible employees announcing the program, rules, and awards. For example, email, newsletter, internal Facebook post. Locate at least four quality academic resources in this assignment. Note: Wikipedia and similar Websites do not qualify as academic resources.

Paper For Above Instructions

### Introduction

In the fast-paced world of healthcare, employee motivation is crucial as it directly impacts patient care and overall organizational effectiveness. To enhance motivation and job satisfaction, this executive summary presents a new reward and recognition program tailored specifically for the Nursing Department at City Hospital, a subsidiary of a large healthcare organization. This initiative aims to improve patient satisfaction by reducing wait times in the emergency department while applying proven motivational theories to ensure its effectiveness.

### Selected Department and Program Goals

The Nursing Department at City Hospital is selected for the reward and recognition program due to its critical role in patient care and the high-stress environment faced by nursing staff. A specific goal of this program will be to reduce patient wait times in the emergency department by 20% over the next six months. By focusing on this goal, nursing staff will be encouraged to streamline processes and collaborate effectively, ultimately enhancing patient satisfaction—a key performance indicator for healthcare facilities.

### Motivation Theory: Expectancy Theory

To underpin the reward and recognition program, the Expectancy Theory, proposed by Victor Vroom, is chosen. According to this theory, individuals are motivated to act in a certain way based on the expected results of their actions. It presents three components: expectancy (the belief that effort leads to performance), instrumentality (the belief that performance leads to outcomes), and valence (the value placed on the outcomes). This theory aligns well with the goals of the program, as it fosters a clear connection between employee efforts and their recognition.

Implementing this theory effectively meets the practical and psychological needs of nursing staff. Nurses need to believe that their efforts to reduce wait times will lead to meaningful recognition. This program will be structured so that attaining the performance goal directly influences their eligibility for rewards, creating an environment where employees feel their contributions are valued. This belief is essential in fostering an engaged workforce.

### Recommended Rewards and Recognition Types

To encourage participation and engagement, it is vital to offer rewards that resonate with nursing staff. The following types are recommended:

  • Monetary Bonuses: A financial incentive can be awarded to teams that meet or exceed the 20% reduction in wait times. This tangible reward provides an immediate benefit for their hard work.
  • Recognition Awards: Monthly awards highlighting individual or team achievements can be presented during staff meetings. Public acknowledgment reinforces the behavior that leads to the desired outcomes.
  • Professional Development Opportunities: Offering scholarships for further education or training, or allowing staff to attend relevant conferences, can motivate nursing staff to achieve and maintain high-performance standards.

### Communication Tool

To effectively announce the program and engage nursing staff, an internal newsletter will be the primary communication tool. The newsletter will outline the program's goals, rules, and types of awards. Below is a proposed content structure:

City Hospital Nursing Department Reward and Recognition Program

  • Goals: Reduce patient wait times by 20% in the emergency department.
  • Eligibility: All nursing staff will be eligible. Efforts must contribute to the goal of reduced wait times.
  • Rewards: Monetary bonuses, recognition awards, and professional development opportunities.
  • Timeline: The program will run for six months, with monthly recognitions.
  • Additional Information: More details will be shared in upcoming meetings, and questions are welcome to ensure full comprehension of the program.

This communication tool ensures transparency and provides clarity on how staff can participate, thus fostering enthusiasm towards the program.

### Conclusion

Implementing a reward and recognition program tailored to the Nursing Department at City Hospital has the potential to significantly improve motivation and job satisfaction levels among nursing staff. By focusing on a specific goal of reducing patient wait times, applying the Expectancy Theory, and offering desirable rewards, this initiative aims to enhance overall patient satisfaction. Through careful planning and communication, the nursing staff will be empowered and motivated to contribute positively to these objectives.

References

  • Herzberg, F. (1966). Work and the Nature of Man. Cleveland: World Publishing Company.
  • Vroom, V. H. (1964). Work and Motivation. New York: Wiley.
  • Locke, E. A., & Latham, G. P. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey. American Psychologist, 57(9), 705-717.
  • Adams, J. S. (1965). Inequity in Social Exchange. In L. Berkowitz (Ed.), Advances in Experimental Psychology. New York: Academic Press.
  • Robinson, S. P., & Judge, T. A. (2019). Organizational Behavior. Pearson.
  • Ryan, R. M., & Deci, E. L. (2000). Self-Determination Theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68-78.
  • Schunk, D. H., Pintrich, P. R., & Meece, J. L. (2008). Motivation in Education: Theory, Research, and Applications. Pearson.
  • McClelland, D. C. (1987). Human Motivation. New York: Cambridge University Press.
  • Deci, E. L., & Ryan, R. M. (2000). The "What" and "Why" of Goal Pursuits: Human Needs and the Self-Determination of Behavior. Psychological Inquiry, 11(4), 227-268.
  • Kline, T. J. B. (2008). The relationship between motivation and job satisfaction. Journal of Business Psychology, 22(4), 319-326.

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