OVERVIEW TOPIC OF MANAGEMENT & MOTIVATION IN HEALTHCARE MANAGEMENT
OVERVIEW TOPIC OF MANAGEMENT
1. Generational Characteristic & Motivational Preferences Page 2
2. Generational Characteristic & Motivational Preferences Page 1
3. 11. MOTIVATING ACROSS GENERATION
3.1. Different standard of motivation are required for each generation
4. 1. INTRODUCTION
4.1. Managers should motivate employees to work towards:-
4.1.1. 1. Helping the organization to achieve its goals
4.1.2. 2. Achieving their own personal goals
4.2. Heath care manager should be able to manage & motivate employees
4.2.1. this is difficult because health care has wide array of employees from highly trained & skilled employees to relatively unskilled employees
5. 7. MOTIVATED VS ENGAGED- ARE THE TERM SAME?
5.1. Employees Engagement
5.1.1. Definition
5.1.1.1. Encompasses 3 dimensions
5.1.1.1.1. 1. Rational
5.1.1.1.2. 2. Emotional
5.1.1.1.3. 3. Motivational
5.2. Results of Employees Engagement to Organization
5.2.1. 1. Better Quality
5.2.2. 2. Increase patient safety
5.2.3. 3. Higher patient satisfactory
5.2.4. 4. Stronger organizational financial performance
5.3. Results of Employees Engagement to Employees
5.3.1. 1. Loyal
5.3.2. 2. Willing to put effort
5.3.3. 3. WIlling to trust & coorperate
5.3.4. 4. WIlling to work through challenges
5.3.5. 5. Willing to speak out problems & offer constructive suggestion for improvement
6. 8. MEASURING ENGAGEMENT
6.1. The use of People Analytics
6.1.1. Use of people -related data to optimize business outcomes at individuals, team or organization level
7. 9. MISCONCEPTIONS ABOUT MOTIVATION & EMPLOYEE SATISFACTION
7.1. 1. "Others are motivated by extrinsic rewards-money"
7.1.1. Individuals assume others are driven by extrinsic rewards than intrinsic rewards
7.2. 2." All motivation are intrinsic"
7.2.1. Combination of factors motivates employees
7.3. 3. " Some people just are not motivated"
7.3.1. Everyone is motivated by something
7.4. 4. " People are motivated by money"
7.4.1. If we want engaged workforce, money is not the answer
7.4.2. As soon as money is predictable, it is an entitlement, not a motivator
7.5. 5. " Motivation is manipulation"
7.5.1. Manipulation carries negative implication
7.5.2. Motivation carries positive benefits for management & employees
7.6. 6. " One-size-fits-all-rewards & recognition motivate staff"
7.6.1. Every people is different
7.7. 7. " Motivational people are born, not made"
7.7.1. Anyone can be effective motivator by understanding theories & basic principle
7.8. 8. " Motivation & engagement at work only relates to what happen at work"
7.8.1. Take holistic approach to understand employees
8. 10. MOTIVATIONAL & ENGAGEMENT STRATEGIES
8.1. 1. Expect the best
8.2. 2. Communicate & adress big picture
8.2.1. kept them apprised what is happening & what collective purpose of organization
8.3. 3. Reward the desired behavior
8.4. 4. Create FUN
8.4.1. F- Focus
8.4.2. U- Unpredictable
8.4.3. N- Novel
8.5. 5. Celebration
8.6. 6. Reward employees in ways that enhance performance & motivates them
8.7. 7. Tailor Rewards
8.7.1. steer away from standard type of rewards
8.8. 8. Focus on Revitalizing Employees
8.8.1. Motivate employees to eat right & exercise regularly, real vacation, get organized & slow down
8.9. 9. Find creative ways to obtain information & recognize ecxellence in employees
8.10. 10. Get subordinates to take responsibility for their own motivation
8.11. 11. Do unto other as you would have done unto you
8.12. 12. Focus on collaboration than competition
8.13. 13. Play to employees strength, promote high performance & focus how they learn
8.14. 14. 3 compliments for every criticism
8.15. Acknowledge importance of work-life balance & employee well being
9. 12. MANAGING ACROSS GENERATION
9.1. Generational Sign-post
9.1.1. These signposts mold beliefs regarding company loyalty, work ethics & creating shared values that serve as bonding mechanism among inviduals of a team
9.2. Strategies Managing the Gap
9.2.1. 1. Perform an intergenerational evaluation to ascertain the organization's workforce profile & create comprehensive plan
9.2.2. 2. Employ targeted recruitment, segmented retention & succession planning strategies
9.2.3. 3. Develop customized communication strategies designed to foster generational understanding & sensitivity
10. 14. CONCLUSION
10.1. Greater awareness & better understanding of motivation will result in better management
10.2. Organization that consistently improve their performance also have workforce that passionate, productive & pro-active in finding ways to better meet oatients needs
11. 2. MOTIVATION- THE CONCEPT
11.1. 1. Definition of Motivation
11.1.1. The act or process of providing a motive that causes a person to take action
11.2. 2. Rewards
11.2.1. 2 forms
11.2.1.1. 1. Intrinsic
11.2.1.1.1. Derived from within the individuals
11.2.1.2. 2. Extrinsic
11.2.1.2.1. Reinforcements that are given by another person
11.3. 3. Who Motivates Employees
11.3.1. Some people might seek for extrinsic rewards but the real motivation comes from within individuals
11.4. 4. Is Everybody Motivated?
11.4.1. Majority want to do a good job & are motivated
11.4.2. Some might not share the same motivation. They might more motivated by hobbies/ family etc
12. 3. HISTORY OF MOTIVATION
12.1. 2500 years ago, Athen rose to unparalled political & economic power
12.1.1. They allow citizen to be active in civic governance
12.2. Organization must recognize full power of employees & motivate them to reach common good for organization
13. 4. THEORIES OF MOTIVATION
13.1. Most managers applies combination of needs, extrinsic & intrinsic factors
13.2. 1. Need-Based Theories of Motivation
13.2.1. 1. Maslow's Hierarchy of Needs (1954)
13.2.1.1. progress from lowest to subsistence level
13.2.1.2. 5 levels of Maslow's Hierarchy
13.2.1.2.1. 1. Physiological needs
13.2.1.2.2. 2. Safety Needs
13.2.1.2.3. 3. Belonging Needs
13.2.1.2.4. 4. Esteem needs
13.2.1.2.5. 5. Self-Actualization Needs
13.2.1.2.6. Movement from one level to next termed as Satisfaction Progress
13.2.2. 2. Alderfer's ERG Theory (1972)
13.2.2.1. he reduced Maslow theory from 5 to 3
13.2.2.2. 3 Levels
13.2.2.2.1. 1. Existence
13.2.2.2.2. 2. Relatedness
13.2.2.2.3. 3. Growth
13.2.2.3. Frustration & Regression Principle
13.2.2.3.1. can move backward & forward through the levels
13.2.3. 3. Herzberg's Two-Factor Theory (2003)
13.2.3.1. modified Maslow's theory
13.2.3.2. 2 areas of needs to motivate an employees
13.2.3.2.1. 1. Hygienes
13.2.3.2.2. 2. Motivators
13.2.4. 4. McClelland's Acquired Need Theory (1985)
13.2.4.1. 3 types of needs
13.2.4.1.1. 1. Needs for Achievement
13.2.4.1.2. 2. Needs for Affiliation
13.2.4.1.3. 3. Needs for Power
13.3. 2. Extrinsic Factors Theories of Motivation
13.3.1. Reinforcement Theory
13.3.1.1. B.F Skinner (1953) proposed individuals are motivated when their behavior are reinforced
13.3.1.2. 4 types of reinforcement
13.3.1.2.1. 1. Positive Reinforcement
13.3.1.2.2. 2. Avoidance Learning (Negative Reinforcement)
13.3.1.2.3. 3. Punishment
13.3.1.2.4. 4. Extinction
13.4. 3. Intrinsic Factor Theories of Motivation
13.4.1. Based on intrinsic or endogenous factors focus on internal thought processes & perception
13.4.1.1. 1. Adam's Equity Theory (1963)
13.4.1.1.1. proposed human are motivated when perceived they are treated equitably
13.4.1.2. 2. Vroom's Expectancy Theory (1964)
13.4.1.2.1. individuals are motivated by performance & expected outcomes of own behavior
13.4.1.3. 3. Locke's Goal-Setting Theory (1990)
13.4.1.3.1. establishing goals motivates individuals to achieve goals
13.5. 4. Management Theories of Motivation
13.5.1. 1. Scientific Management Theory
13.5.1.1. Focused on
13.5.1.1.1. studying job processes
13.5.1.1.2. determining the most efficient means on performing them
13.5.1.1.3. In turn, rewarding employees for productivity & hard work
13.5.2. 2. McGregor's Theory X and Theory Y
13.5.2.1. Theory X view employees as unmotivated & disliking work
13.5.2.1.1. focus more on hygienes, to control & direct employees
13.5.2.2. Theory Y
13.5.2.2.1. focus work to assist employees in achieving higher levels
13.5.3. 3. Ouchi's Theory Z (1981)
13.5.3.1. managers provide rewards such as long-term employment, promotion etc to engage & motivate employees
14. 5. INCENTIVES & REWARDS
14.1. 1. Extrinsic Rewards
14.1.1. eg. Bonuses, paid time off, retirement, flexible schedule job
14.2. 2. Intrinsic Rewards
14.2.1. 1. Healthy Relationship
14.2.2. 2. Meaningful work
14.2.3. 3. Competence
14.2.4. 4. Choice
14.2.5. 5. Progress
15. 6. WHY MOTIVATION MATTERS
15.1. Healthcare face pressure externally & internally
15.1.1. External
15.1.1.1. Aging population
15.1.1.2. Economic downturn
15.1.1.3. Reduction in reimbursement
15.1.1.4. Increasing cost of providing care
15.1.2. Internal
15.1.2.1. Shortage of Health Care Workers
15.1.2.2. Increasing accreditation
15.1.2.3. Increasing regulations
15.1.2.4. Limited resources
15.1.2.5. Ensuring patient safety
15.1.3. When people are not free to work at maximum effectiveness & self esteem constantly under attack
15.1.3.1. Stress occur, moral diminishes, absenteeism goes up