Week 5 Assignment - Motivating Employees Overview

Week 5 Assignment - Motivating Employees Overview Imagine that You Have

Imagine that you have been appointed the director of health at the Kaluyu Memorial Hospital in Nairobi, Kenya—a for-profit hospital. The facility is also a referral hospital and receives severe cases of accidents and chronic and communicable diseases, and it houses an HIV/AIDS ward. As you settle into your position, you realize that the employees always act scared as they approach their superiors. Some of the employees deliver files and leave your office in a hurry. As you make your routine departmental visits, you observe tension among the nurses and doctors, and there is a sentiment that the nurses tend to do the majority of the work within patient care but the doctors get all the credit.

You notice that the employees are always looking forward to the end of their shifts when they can go home. You notice that some of the doctors come back to work wearing the same unwashed clothes as the previous day. Too many employees are calling in sick, and many of them give weak reasons for their tardiness. There is also a sense that doctors and nurses dominate other employees in similar positions. In meetings and conference calls, some employees are quiet and never participate.

You notice that people with families tend to gather and talk quietly on breaks. The new mothers working for the hospital have to use bathrooms to pump breast milk for their infants, and the refrigerators do not work well. Looking at the financial statements of the hospital, you realize that the hospital's expenses are higher than the industry standard, and it incurs losses year after year.

Paper For Above instruction

Addressing employee motivation in a healthcare setting like Kaluyu Memorial Hospital requires a comprehensive understanding of both the intrinsic and extrinsic factors influencing employee behavior. The hospital, as described, faces significant challenges, including low morale, poor hygiene practices, high turnover, and financial inefficiencies. These issues are interlinked and stem from broader motivation problems that need strategic interventions based on established motivational theories.

Understanding the Current Challenges

The noticeable fear and anxiety among staff suggest a work environment characterized by low psychological safety. Employees seem disengaged, evidenced by their hurried exits, silence during meetings, and reluctance to participate actively. Such behaviors are indicative of low job satisfaction, which can be traced to factors such as perceived unfairness, lack of recognition, and inadequate working conditions. The specific concern that nurses perform most of the direct patient care while doctors often receive the credit symbolizes a perceived imbalance and lack of recognition, undermining intrinsic motivation (Deci & Ryan, 2000). Furthermore, the physical neglect—doctors returning in unwashed clothes and the inadequacy of facilities for nursing mothers—reflects poor organizational support and neglect of employee well-being.

Theoretical Frameworks for Motivation

Applying motivation theories can elucidate the underlying causes. Herzberg’s two-factor theory (Herzberg, 1966) distinguishes between hygiene factors and motivators. Hygiene factors such as working conditions, pay, and safety, when inadequate, lead to job dissatisfaction, which seems evident here. Motivators like recognition, responsibility, and opportunities for growth are also lacking. Consequently, employees are disengaged and unmotivated.

Meanwhile, Maslow’s Hierarchy of Needs (Maslow, 1943) suggests that employees’ basic needs must be fulfilled before higher-level motivators can influence behavior. The hospital's poor hygiene facilities, high turnover, and general dissatisfaction suggest that physiological and safety needs are unmet for many staff members. Only after these foundational needs are satisfied can the hospital nurture a sense of belonging and esteem, which currently appears absent.

Strategies to Enhance Motivation

To improve motivation, targeted interventions should focus on addressing both hygiene factors and motivators. Improving working conditions is paramount. Renovating staff facilities, such as functioning refrigerators for breastfeeding mothers and providing clean, hygienic uniforms, directly addresses hygiene factors and demonstrates organizational support (Alderfer, 1969). Recognizing and rewarding employees who excel, through formal praise or performance-based incentives, can boost morale and reinforce positive behaviors.

Fostering a participative environment is another critical step. Encouraging all staff members to contribute ideas during meetings can enhance their sense of involvement and recognition, which is vital for intrinsic motivation (Vroom, 1964). Training leaders to adopt transformational leadership styles that focus on motivating and empowering staff can also catalyze change (Bass & Avolio, 1994).

Furthermore, introducing non-monetary recognition programs can foster a sense of achievement and belonging. Celebrating milestones or providing certificates of appreciation can fulfill esteem needs. Structuring shifts to ensure adequate staffing and minimize burnout will improve overall job satisfaction and reduce absenteeism (Bakker & Demerouti, 2007).

Implementing supportive policies, such as providing suitable spaces for breastfeeding and ensuring the cleanliness of uniforms, demonstrates organizational commitment to employee well-being. Additionally, addressing the root causes of absenteeism by creating a more motivating and supportive environment helps reduce sick leave and improves productivity.

Addressing Organizational and Cultural Factors

Given the Kenyan context, culturally sensitive leadership that respects local norms and values is essential. Building trust and open communication can mitigate fears and foster a more collaborative environment. Training supervisors and managers in effective communication and empathy can create a more supportive atmosphere, leading to increased employee engagement (Kirkman & Rosen, 1999).

Moreover, empowering middle management to act as motivators and change agents ensures that motivation strategies are sustained. Constructive feedback sessions and involvement of staff in decision-making processes can foster ownership and accountability, further enhancing motivation (Liden et al., 2004).

Financial Implications and Sustainability

From a financial perspective, investing in motivation-enhancing initiatives like staff development, improved facilities, and recognition programs may entail upfront costs but will likely reduce expenses related to high turnover, absenteeism, and low productivity in the long run. Engaged and motivated employees tend to provide higher quality care, reduce mistakes, and improve patient satisfaction, which can translate into better financial performance (Baumruk, 2006).

Ensuring sustainable motivation strategies requires continuous assessment, employee feedback, and adapting interventions over time. Regularly measuring staff satisfaction through surveys can guide further improvements, aligning organizational goals with employee needs.

Conclusion

Motivating employees at Kaluyu Memorial Hospital demands a multifaceted approach, grounded in motivation theories and sensitive to local cultural and operational specificities. Addressing basic hygiene and safety needs, recognizing employee efforts, fostering participative management, and creating a supportive work environment will help boost morale, reduce turnover, and ultimately improve the hospital’s financial performance. Sustainable motivation is a dynamic process that requires ongoing commitment and genuine concern for employee well-being, creating a positive cycle of performance and satisfaction that benefits both staff and patients.

References

• Alderfer, C. P. (1969). An empirical test of a new theory of human needs. Organizational Behavior and Human Performance, 4(2), 142-175.
• Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309-328.
• Bass, B. M., & Avolio, B. J. (1994). Improving Organizational Effectiveness through Transformational Leadership. Sage Publications.
• 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.
• Herzberg, F. (1966). Work and the Nature of Man. Cleveland: World Publishing Company.
• Kirkman, B. L., & Rosen, B. (1999). Beyond performance management: Understanding how to motivate employees to achieve high performance. Organizational Dynamics, 27(4), 36-48.
• Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2004). Servant leadership: Development of a multidimensional measure and multi-level assessment. Leadership Quarterly, 15(3), 261-283.
• Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396.
• Vroom, V. H. (1964). Work and motivation. Wiley.