Motivation In The Health Care Industry Essay Example

Type of paper: Essay

Topic: Workplace, Management, Health, Employee, Organization, Health Care, Motivation, Employment

Pages: 7

Words: 1925

Published: 2020/11/25


It is often said that the backbone of the healthcare industry is the people whom work them. These people are the front runners, and the ones whom put in the hard work, and hours in caring for loved ones. The employees that run these organizations are often seen as underappreciated and overused. Many discussions have been held over how to increase satisfaction, increase motivation and productivity. Motivational tools such as rewards programs have been enacted to assist with motivating not only employees but managers to be more effective in their respective positions. These discussions have led to various conclusions on how to assist the health care employee in becoming more productive, and allowing for more motivation and satisfaction in the workplace.

Current trends in the work place and myths

Health care industry workers are often stated to be overworked, and underpaid. (Atchison 2003) The industry often works their employees, more specifically nurses for twelve hour shifts, making it difficult for these employees to receive a break. Managers are often individual health care workers whom have proven themselves as a healthcare worker, but may not have the training as an administrator or a manager. (NHS 2013) These individuals typically do not have any formal training leadership, and therefore do not have the skills as a leader. Some of the current problems that are currently being experienced with health care managers is the lack of information being shared. It has been noted, that these workers do not know how to share information, or provide the necessary information to the workers underneath them. Often times these managers spend their time attempting to plan, organize, coordinate and control information. In order for the managers to be effective, they must be able to differentiate their roles as a manager and or nurse, and focus on being a manager. These managers have to be able to start thinking of their organization, or company in the manner of being a healthcare organization, and allow for the understanding of what their role is versus, how to be a valued member of their team and working the front lines. As it currently stands, roughly three percent of the hospital organization is considered managerial staff. With an organization running on such a low number of management, it is easy to show how these individual managers may be stretched extremely thin. (New Evidence of management and leadership, 2013) It is also noted that these managers work what is considered extreme jobs, with extreme hours leading to very stressful environment. Further research has shown that with these jobs they are considered unmanageable. (New Evidence of management and leadership, 2013)
In order for the managers to be able to effectively manage their teams, and their work force, managers have to be able to find a balance, and essentially be able to learn how to delegate their roles to trust worthy and reliable forces. The psychological effects of working with these individuals have shown how this affects motivation and productivity. (Atchison 2003) The stress of working in the health care field, alongside the stress of learning a new job makes it very difficult for managers and leaders to effectively lead their teams. Without the proper training, these managers and front line leaders are often stressed, making it extremely difficult for their job to be done effectively. It often leads to a stressful, tense filled work environment, causing the productivity levels to not be as high.
One method that managers could be more effective in disseminating information is through various training models. Some models can be done through simple webinars, or through actual paper training models. Effective managers are able to work with their teams to ensure information dissemination through a train the trainer model. The manager would train the trainer, and in turn, the trainer will provide the training. (Evidence Scan: Spreading Improvement Ideas, 2014) Further it could provide a motivational tool for individuals as it will allow for them to take on a new role within the organization. This will assist with having a more fluid, positive environment for the organization.
Essentially, more attention should be given towards managers, and how these managers work load should be delegated and treated. Managers should be able to delegate trainings in a more effective manner to trustworthy employees. When it is the case of where the manager is not motivated, the rest of the organization is not motivated. The following sections of the paper gives suggestions for healthcare organizational managers for motivation and reward programs.

Motivation and Recognition Programs

Atchison contends that there are three common myths that are exercised when building employee recognition programs. These myths have to be exposed and contended with in order for employee satisfaction to remain high. He proposes creating an environment in which employees take pride in the organization, rather just feeling like a team member.
One of the common myths that is seen is that people are motivated by money. (Atchison 2003) While money is a common gift that employees adhere too for a source of recognition, this is not always the best method of employee recognition. Employees often take these rewards and question if the reward is how much they are worth. Rather, the health care organization should build upon the employee, and build upon the employee’s needs, and desires. The employee should take pride in their organization.
One way method, or way and organization could help in motivating their employees is to look for ways to help build self-confidence in their skills. (Pershing 2006) This could be done with having motivational assessments, making the assessments more fun, than testing of the skills.. When employees or people lack self-confidence it is seen through the quality of their work. The quality of their work begins to lack, and when this happens, especially in the health care organization, people’s lives could be at risk. It is important for the employee to feel pride and a sense of being a valued member of the team.
Another common myth that is seen within organizations is the idea that there is a one size fits all reward and recognition program that motivates staff. (Atchison 2003) Many organizations look for a one size fits all reward program to bestow on their staff for good work. Rewards programs are broken down into four types of programs; appreciation, recognition, rewards, and compensation based. Appreciation based programs are the types of programs that reward employees with parties, socials or dinners. Recognition incentive programs are the types of programs in which employees are recognized by thanking employees, or showing acknowledgement through certificates. Some healthcare organizations utilize this program, by recognizing employees through a “star” program, or perhaps with a bulletin in the company newsletter. Rewards incentives are done by showing an employee appreciation through monetary awards or gifts, or perhaps paid time off. Lastly, the compensation based incentive program is probably one of the most commonly used rewards based program, as it revolves around money.
Organizations should however, invest in the culture of their employees, and look at the diversity of their employees. Managers should take the time to get to know the people that work for them, and they should make the time to get to know their employees. They should take the opportunities to be present for new employee orientation, allowing for the chance to build a rapport with their employees, and make them feel welcomed. By fostering an environment that is safe and secure, it is setting the precedent for a culture of a health care organization that cares about the wellbeing of their staff.
Another tip in setting forward a more motivated healthcare organization is to create a positive emotional environment at work. (Pershing 2006) This can be done a number of different ways, but essentially it goes back to embracing the culture of the organization. In order to foster a positive emotional environment, the managers and staff have to be aware of themselves, and the work around them. High emotional awareness are the skills that come with an individual being aware of themselves, and aware of how their actions, or reactions affect a situation, or another person. However, in order for the organization to be more successful, and for the employees to feel more motivated, a more positive environment has to be enacted.
Lastly in fostering a more motivated atmosphere, the employees of the healthcare organization should be able to accept and value their own performance goals. (Pershing 2006) By fostering an environment where individuals are committed to their work goals, it paves the way for an environment where individuals will perform better. This can be done in the healthcare organization, as it will allow for all of the members of the team to create goals that will be feasible, and doable for them. For example, by allowing for the employee to choose the continuing education units, or course they wish, it will lead to greater knowledge retention as the employee is going to classes of their choosing.

Leadership Development & Risk Management

As a manager, and a leader of a health care organization, the risk management factor has to be looked at when looking to implement any plan. With the implementation of allowing for a fellow employee to act as a train the trainer, the risks have to be weighed out. Some of the risks that have to be looked at is the cost of fostering a train the trainer option, alongside the overall risks of having a fellow employee step into the role of a trainer (, 2013). Some organizations will be on board with the idea as it allows for delegation of roles, where as some organizations may be apprehensive to this. Risks have to be weighed out as to having a target audience as the implemented training. A target audience is defined as the intended group in need of the training.
The manager or leader has to look at the organization as a whole, and the necessary processes and steps that go into making an organization whole and complete. The manager has to also look at the work and people necessary to making the organization work as well. It is true that the healthcare organization works off the strength of the people. An effective leader will recognizes this factor, and will work towards keeping their healthcare organization positive, and their people vibrant. It is vital for the leader to embrace the culture of the organization, rather than trying to change the organizational culture. (Pershing 2006) Without having the motivational mindset, the organization will suffer, which will lead for the healthcare of the patients to suffer. The leader must think in an organizational mindset causing to have a broader mindset, instead of a narrow focus. This mindset is necessary in order to foster growth, motivation and development of the fellow employee.


Healthcare managers have a very difficult role to fulfill, and are often found to be much stressed. However, healthcare managers could act in a manner that would allow for a more stress free environment. The managers could be able to delegate trainings, and work to other subordinates, allowing for them to work in a manner that would be more beneficial to the organization. The leader will have the aforementioned skills in order to be more efficient, and be a respected manager in the health care industry.


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Evidence Scan: Spreading Improvement Ideas. (2014). The Health Foundation: Inspiring Improvement, pp.1-48.
Greenhalgh, T., Macfarlane, F. and Maskrey, N. (2010). Getting a better grip on research: the organizational dimension. InnovAiT, 3(2), pp.102-107.
New Evidence of management and leadership. (2013). National Institute for Health Research, pp.3-23.
Pershing, JL 2006 Handbook of Human Performance Technology, 3rd Edition. 3 ed. Washington D.C.: Pfeiffer.
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Skår, S, Sniehotta, F, Araújo-Soares, V, & Molloy, G 2008, 'Prediction of Behaviour vs. Prediction of Behaviour Change: The Role of Motivational Moderators in the Theory of Planned Behaviour', Applied Psychology: An International Review, 57, 4, pp. 609-627, Business Source Complete, EBSCOhost, viewed 24 February 2015.
Tucker, D., Hendy, J. and Barlow, J. (2014). When infrastructure transition and work practice redesign collide. Journal of OrgChange Mgmt, 27(6), pp.955-972.
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