Maslow's Hierarchy of Needs

Maslow's Hierarchy of Needs

• Proposed by Abraham Maslow in 1943.
• Suggests satisfying psychological needs motivates individuals.
• Human needs are in five categories that must be fulfilled to achieve motivation.
  • Self-actualization
  • Esteem
  • Social
  • Safety
  • Physiological

Maslow's Motivation Insights

• A need becomes dormant once satisfied.
• Identifying employees' current level is the first step to motivating them.
• Meeting personal needs is a key motivator.
• People prioritize basic needs like food and water over feeling accomplished.

Application of Maslow's Theory

• Presents a framework for managers to understand workplace motivation.
• Managers can use motivational techniques.
• Enhancing productivity requires meeting basic needs, fair pay, and a comfortable workspace.
• Fair and timely wages can help satisfy safety and psychological needs.

Douglas McGregor's Theory X and Theory Y

• Developed in 1960.
• Focuses on the manager’s attitude toward human nature and behavior.
• Theory X views employees negatively.
• Theory Y views employees positively.
• McGregor suggests managers should adopt Theory Y to motivate successfully.

Managerial Styles and Assumptions

• Managerial decisions are based on assumptions about subordinates.
• Theory X assumes employees dislike work and must be coerced, controlled, directed, punished, or threatened to perform tasks.
• Theory X assumes rewards and punishment are the only suitable management methods.
• Theory Y assumes that the average person performs naturally, willingly, is self-directed, creative, and intellectually capable.
• Theory Y is similar to a democratic, participative, transformational leadership style.

Importance of Inspiration

• Organizations consist of people working towards aims and objectives.
• Inspiring employees is very important.
• Rewards can be key to motivation and success in work.
• Employee quality determines the output and existence of the organization.
• Many organizations use monetary and non-monetary methods to boost employee morale.
• Monetary rewards include pay, profit sharing, bonuses, and incentives.
• Non-monetary rewards boost employee motivation without monetary value.

Application of Theory X and Theory Y

• Theory X justifies controlling management due to assumptions that employees are lazy and avoid responsibility.
• Theory X is common in critical care environments needing strict protocols.
• Theory X requires a more authoritative management style that maintains control and reduces errors.
• Theory Y is applicable in healthcare organizations, like UWI Hospital, where an out-patient may implement this approach.
• Theory Y involves encouraging staff creativity and collaborative decision-making.
• Theory Y can improve job satisfaction and patient care.
• Theory Y management relates positively to psychological safety and organizational citizenship behavior.
• Employees can express themselves, take risks, and voice concerns in Theory Y, which fosters a more voluntary attitude.
• More significant impact on organizational effectiveness, job satisfaction, and improved patient care results from this Theory.

Motivation in Healthcare

• Competition requires managers to keep staff motivated.
• Healthcare organizations rely on exceptional patient care and service quality.
• Managers should use motivational theories to guide their strategies.

Impact of Remote Work

• The COVID-19 pandemic shifted the workforce towards remote work that presents both challenges and opportunities.
• Organizations must adapt how work is coordinated, performed, and compensated.
• Requires management to adopt strategies for different teams.
• Organizations must review employee engagement for sustained productivity and innovation.
• Commitment to the organization transforms in remote work that impacts employees emotionally and functionally.
• Physical detachment affects how work is perceived and flexibility to work-life balance, but can cause stress and isolation.
• In remote work, it is important to foster involvement, loyalty, and engagement.

Frederick Hezberg's Two-Factor Theory

• Developed in 1959.
• Employee motivation stems from intrinsic and extrinsic (hygiene) factors.
• Hygiene factors relate to the work setting and circumstances.
• Intrinsic motivators are directly related to the job and needs of employees.

Hezberg's Beliefs on Motivation

• Insufficient extrinsic factors can decrease employee motivation and satisfaction.
• Extrinsic factors can prevent dissatisfaction and provide comfort.
• Removing extrinsic factors alone may not increase motivation long-term.
• True motivation and satisfaction come from intrinsic motivation.
• Intrinsic factors can enhance employee motivation when present.
• Extrinsic factors don't directly motivate but are essential for avoiding dissatisfaction.
• Extrinsic factors, like salaries, won't fully motivate workers.
• Intrinsic factors include improving personal and professional growth.

Types of Motivation

• Intrinsic motivation denotes participation in naturally gratifying actions.
• Extrinsic motivation involves behaviors that primarily achieve a result.
• Intrinsic motivation within the workplace stems from engaging in activities or achieving personal goals, providing happiness and satisfaction.
• Extrinsic motivation comes from external factors that satisfy employees.

Factors Fostering Intrinsic Motivation

• Control or autonomy motivates employees when they have a choice, can shape their goals, and instill responsibility.
• Meaningfulness boosts internal drive to work harder towards desired goals.
• Pediatric nurses at UWI Hospital provide care for ill children without additional incentives, motivated by a sense of purpose.
• Competence pushes people to pursue excellence, enhance abilities, and improve oneself.
• Nurses at UWI Hospital volunteer to enroll in training programs to improve their skills.

Extrinsic Motivation in Workplace

• Tangible incentives and rewards are aimed at maintaining employee retention.
• Financial incentives, such as raises & bonuses, keep employees motivated.
• Incentives encourage employees to be proactive and enhance their attitudes.
• Promotions and upward mobility are major employee incentives, such as at UWI Hospital for nurses.

Types of Extrinsic Motivation

• Tangible incentives and rewards fall under external regulation (actions for external rewards).
• Introjected regulation (obligation or pressure).
• Identification (acknowledging worth and outcome).
• Integrated regulation (results matching needs).
• External and integrated regulation are common in organizations where employees are motivated by rewards that align with their values.

Benefits of Rewards in Healthcare

• Healthcare workers are a demanding industry where rewards increase job satisfaction, improve performance, and foster a positive work environment.
• Rewards increase employee motivation, productivity, positive behaviors, and improvements in patient care.
• Performance incentive programs motivate dedicated healthcare professionals; Centers for Medicaid and Medicare Services implemented bonuses to high achievers which improved the quality of care for patients.
• Increased job satisfaction, employee morale, and leadership reduces burnout; companies with benefits like health insurance see reduced job turnover.
• Workplace engagement is influenced by social and esteem needs.
• Innovation is driven by self-actualization as non-financial rewards boost employee morale.
• Non-financial rewards, such as spa days, help workers recharge and feel valued.
• Acknowledging effort increases productivity.
• Competitive rewards reduces turnover and retains staff.
• Combining financial and nonfinancial rewards will impact the performance of employees; employing a balanced approach (prioritizing monetary rewards) is impactful in motivating healthcare professionals.

Teamwork and Collaboration

• Collaboration is enhanced through incentives.
• Teamwork provides a harmonious working environment that ensures efficiency in operation and patient care.
• Motivation improves patient outcomes that offers higher levels of care.
• Better patient satisfaction and shorter wait times results from healthcare facilities that are attentive to the needs of their patients.
• Group-based incentives include offering paid time off for teams that accomplish a goal.
• Large healthcare providers utilize team-based incentives to improve process outcomes.

Employee Retention at UWI Hospital

• Organizations ensure employee satisfaction through compensation packages to maintain high performance and commitment.
• Poor environments, authority figures, low salaries, and heavy workload leads to burnout and unhappiness.
• UWII provides tailored rewards for different staff positions and balances compensation.
• They recognize medical contributions through monetary rewards.
• Healthcare workers experience compensation delays.
• UHWI aims to improve salaries to retain staff.
• Additional benefits include scholarships.
• Education enhances value, loyalty, and a healthy work environment.
• Performance-based incentive payments depend on patient care, treatment, and the environment.
• Equitable distribution is imperative to monetary awards.
• Comprehensive compensation can impact employee retention.
• UHWI lacks the financial support to implement a performance-based system which limits effectiveness of rewards and retention.
• Non-monetary rewards can include award ceremonies to foster loyalty which can boost morale, demonstrate an organization's appreciation, and implement benefits to help with expenses.
• Employee benefits simplify their lives or create opportunities for future employment.
• Organizations must prioritize employee satisfaction.
• Understaffing affects scheduling flexibility, leads to long patient wait times, and insufficient funds for healthcare and infrastructure.
• These practices foster optimal work conditions.
• UHWI can mitigate brain drain and make roles more appealing to prospective employees through this.