HSC 200 Introduction to Health Management PDF

HSC 200 Introduction to Health Management CHAPTER (3) Management and Motivation Course Instructor: Dr. Afaf Hassan Outline  Conceptualize who and what motivates employees.  Examine the relationship between engagement and motivation.  Explain why motivation is important.  Compare and con...

HSC 200 Introduction to Health Management CHAPTER (3) Management and Motivation Course Instructor: Dr. Afaf Hassan Outline  Conceptualize who and what motivates employees.  Examine the relationship between engagement and motivation.  Explain why motivation is important.  Compare and contrast extrinsic and intrinsic factors of motivation.  Critique strategies to enhance employee motivation.  Introduction Managers are continually challenged to motivate a workforce to do two things. 1. Motivate employees to work toward helping the organization achieve its goals. 2. Motivate employees to work toward achieving their own personal goals. In health care, however, this is often more difficult, in part as a result of the complexity of health care organizations.  Motivation – The Concept  a motive is “something (a need or desire) that causes a person to act.”  Motivate means “to provide with a motive”.  Motivation is defined as “the act or process of motivating.”  Motivation is the act or process of providing a motive that causes a person to take some action.  Motivation comes from some need that leads to behavior which results in some type of reward when the need is fulfilled.  Who Motivates Employees?  Managers do exert a significant amount of influence over employees, but they do not have the power to force a person to act.  They can work to provide various types of incentives in an effort to influence an employee in any number of ways, such as by:  changing job descriptions.  rearranging work schedules.  improving working conditions.  reconfiguring teams.  It is important to continually remember the roles of both managers and employees in the process of motivation.  What are Rewards? Rewards can take two forms:  Intrinsic rewards are derived from within the individual. For a health care employee, this could mean taking pride and feeling good about a job well done (e.g., providing excellent patient care).  Extrinsic rewards pertain to those reinforcements that are given by another person, such as a health care organization giving bonuses to teams of workers when quality and patient satisfaction are demonstrated to be exceptional.  Intrinsic rewards, coupled with extrinsic ones, lead to high personal satisfaction and serve as motivators for most employees.  Extrinsic Rewards Extrinsic Rewards: These include tangible rewards, such as:  Money (pay, bonuses, stock options), benefits (health, dental, vision, paid time off, retirement accounts, etc.),  Flexible schedules, job responsibilities and duties, promotions, changes in status, supervision of others, praise,  Feedback and recognition, a good boss, a strong leader, other inspirational people, and a nurturing organizational culture.  Intrinsic Rewards Intrinsic Rewards: are internal to the individual and are in many ways less tangible. In fact, they are highly subjective in that they represent how the individual perceives and feels about work and its value. They cover five main types that are:  Healthy relationships - in which employees are able to develop a sense of connection with others in the workplace.  Meaningful work - where employees feel they make a difference in people’s lives.  Intrinsic Rewards  Competence - where employees are encouraged to develop skills that enable them to perform at or above standards.  Choice - where employees are encouraged to participate in the organization in various ways, such as by expressing their views and opinions, and sharing in decision making.  Progress - where managers find ways to hold employees accountable, facilitate their ability to make headway toward completing their assigned tasks, and celebrate when progress is made toward completing important milestones within a project.  Why Motivation Matters  Health care organizations face pressure externally and internally.  Externally, the health care system must confront challenges such as the economic downturns, increases in market competition, increases in the cost of providing care, and health care reform.  Internally, health care system faces pressure stemming from challenges such as shortages of certain types of health care workers, increasing accreditation requirements, and increasing regulations.  These pressures can lead to employees who feel burned out, frustrated, and overworked.  Managers must create a work environment in which employees are engaged, happy at their job, inspired, and motivated.  Why Motivation Matters  Employees who are motivated feel invested in the organization, are happier, work harder, are more productive, and typically stay longer with an organization.  Unmotivated employees can act as “Debby Downers” who pull other employees down, decrease morale, and increase turnover. Why Motivation Matters  Managers play important roles in motivating employees, particularly with respect to providing recognition  Managers who understand employees’ job- related needs experience a higher level of motivated behavior from their employees.  Managers need to draw upon different strategies in order to motivate different types of workers.  Motivated vs. Engaged – Are the Terms the Same? Oftentimes when you read about motivation, the term engaged appears within the same context. In order to be motivated, employees must be engaged—and in order to be engaged, they must be motivated.  Motivated vs. Engaged – Are the Terms the Same?  Towers Watson’s definition of employee engagement encompasses three dimensions:  Rational - How well employees understand their roles and responsibilities;  Emotional - How much passion they bring to their work and their organization; and,  Motivational - How willing they are to invest discretionary effort to perform their roles well. A Health Care Engagement Journey https://www.youtube.com/watch?v=u6l1-uo-duQ&t=6s  Motivated vs. Engaged – Are the Terms the Same?  Engagement in health care organization results in:  Better quality  Increased patient safety  Higher patient satisfaction  Stronger organization financial performance  Motivated vs. Engaged – Are the Terms the Same?  Engaged health care employees are more:  Loyal to the organization.  Willing to put forth discretionary effort.  willing to trust and cooperate with others.  willing to work through challenges.  willing to speak out about problems and offer constructive suggestions for improvements”.  Measuring Engagement  Follow evidence-based approach  Assess organizational, team, and individual performance  Address all types of business problems such as employee retention, turnover, fraud, customer satisfaction, absenteeism, patient safety, etc.  Employee engagement will be an important area of investigation in the people analytics discussion.  Engagement and Motivation  Recent studies that suggest disengaged employees bring morale down and impact the organization’s bottom line.  This suggests leaders and managers need to increase their attention to engagement and motivation of their workforces.  Sherwood (2013) states, “when employees believe their organization truly values quality care – and also get the support they need on the job – their patients are more satisfied, they take less sick time and have fewer on-the-job accidents, and health outcomes are better” (p. 5). This, in turn, impacts the organization’s bottom line.  Motivational and Engagement Strategies Some strategies for managers to use in seeking to help motivate and engage individuals:  Expect the best.  Communicate and address the big picture.  Reward the desired behavior.  Create a “FUN (Focused, Unpredictable, and Novel) approach.”  Reward employees in ways that enhance performance and motivate them.  Motivational and Engagement Strategies  Focus on collaboration instead of competition.  Find creative ways to obtain information and recognize excellence in employees.  Celebrate to communicate the importance of progress made.  Motivating Across Generations  Each generation has unique characteristics and expectations and is motivated in different ways.  One generation might prefer recognition based on proof of their time-tested work ethic,  While another generation might expect instant gratification stemming from what they consider a job well done.  Different standards of motivation are required for each generation.  Conclusion  Motivation of employees is a tricky business. Managers often do not understand the concepts, principles, and myths about motivation well enough to put them in practice.  Greater awareness and better understanding of motivation will result in better management.  Managers can improve their success rate by providing extrinsic rewards that will help their employees to be intrinsically motivated to become top performers.  To be successful, health care managers need to be able to manage and motivate a wide array of employees.