QUESTION 1: Motivation is not a new concept , so why is motivation important? Is it more important that and employee is motivated or engaged?

ANSWER: Motivation is the key required to get maximum employee output, due to constant challenging pressures faced by the healthcare system which includes 1. External pressures in the form of economic downturns , reduction in reimbursements, increases in market competition, increases in the cost of providing quality care and healthcare reform. 2. Internal pressures which include shortages of certain type of healthcare workers, increasing responsibilities connected with providing quality care and ensuring patient safety. 3. The nature of employment in the healthcare industry which causes workers to spend approximately one third of their lives at work, often with the need to continually increase their responsibilities with fewer resources to work with. With these pressures in mind, much is expected from a healthcare manager and employee in order to be able to achieve good work quality that fulfills the organizational goals as well as those of the employees. Motivation of the employees towards achievement of their organizational and self goals will ultimately serve as drive for success. When an employee is appropriately motivated engagement comes along very easy, morale becomes high towards achieving results that are already envisioned. Although every employees may require different kinds of motivation towards achieving the same goal and this can sometimes be hard to put together but when one is forced to be engaged usually it causes a break off from point of focus, quality of job becomes impeded and safety

not guaranteed, even loyalty of the workers cannot be fully guaranteed as he just works without getting involved with the process. Question 2: Compare and contrast needs based theories of motivation. Which offers the most value to healthcare managers? Answer: In comparing and contrasting the needs theory, 1. They all recognize that there are different levels of needs of which of importance varies with individual. 2. They all realize that not all this needs can be met with Herzberg explaining them to be all dependent on motivation, Alderfer relating this lapses to the extent to which this needs are met , Mc Clleland prefers that prior life experiences be the judge and Maslow believing that it is an occurrence that is related to time progression. 3. All the theories seem to be a gradation of one another although their acceptance in the general world of management appears different. 4. In their categorization of the needs, Maslow is quite simple in his approach holding the most basic things as important as well as Alderfer to a lesser extent, but Hezberg goes all complex putting needs with similar motivation together,Mc Clleland appears to be rather straightforward so much so that you understand the needs from the name given to it. I believe, Hezbergs two factor theory offers the most value to Healthcare managers because it separates the needs into those related to a lower level of motivation in general which could result in dissatisfaction if not attained and principal motivators to the employee often with a link to employee satisfaction, this is a classification easy to work with for a manager in the healthcare due to complexities already

existing in the system itself. A Manager will find it easier to produce motivation for these needs, ability to drive an employee from both angles for instance, an employee who gets the best health insurance coverage for his family as one of work benefits at his work level is more likely to put in effort to move up the ladder when he knows that his benefits will increase, he will do better jobs to attract the attention of his superiors for a good recognition/recommendation towards other work benefits. Question 3: Discuss any limitations of management approaches to motivation. Answer: The limitation of the scientific management theory, is as regards capacity of employees to continue to increase the quantity of work produced without sacrificing quality,this is one of the major challenges of the healthcare system that has been very difficult to achieve so this method of management will certainly not survive. The healthcare industry is already limited in it's ability to get skilled workers in certain specialties, limited in aspects of having someone at work all day and so on so any theory defective of being able to adjust this problem can not be used. Question 4: which type of rewards are more important intrinsic or extrinsic? Answer: Intrinsic rewards though seemingly less tangible seem to drive an employee for longer as a motivator and keeps him more involved with his job , Extrinsic on the other hand may be able to achieve some motivation that keeps job quality well attainable on the part of the employee it may not necssarily work for employees who are generally lazy and do not care much about moving up in their positions or getting additional benefit,they simply dont want to work or are not motivated by

these things at all. From an overall point both rewards work best when used together. Question 5: Does the importance of different types of reward change overtime as one progresses through one's career? Answer: No the importance of different types of reward does not change overtime but at a certain level of work there is only so much that can be given ,the choices are fewer as employees rise up the ladder. Question 6: Which myth of motivation is the most important are there other myths that you can identify? Answer: The most important myth of motivation is that motivational people are born not made ,this is important to note because it is so not correct, anyone can become an effective motivator. Additional identifiable myth is some people do not require motivation, in the contrast everyone needs motivation of some kind. Question 7: What motivational strategy would you apply with an employee who you think is capable of doing the work but is underperforming. Answer: The best strategy would be to Reward the employee in a way that enhance performance and motivate. Question 8: What motivational strategy would you apply with a higly effective employee whom you want to keep performing at a very high level? Answer: Focus on keeping such an employee revitalized, this would help to keep the motivation from diminishing and keep productivity.

Question 9: Which generation resonates best with you?In your opinion which generation do you feel would be the most difficult to manage or motivate? Why? Answer: Traditionalist Generation. Millennials would certainly be more difficult to motivate because they require instant motivation which would usually expire more quickly,They also focus on coaching and support which would turn out to be additional work for the manager. Question 10: Grace Jones is a four-decade billing department employee in Happy Hollow Hospital. A recent graduate of Whassamatter U,Lindsey Flohan is a new hire in the billing department. Grace has been assigned to train Lindsey to do her new job,Using the generational frame work provided above, what conflicts can you anticipate between Grace and Lindsey? Answer: Much anticipated would be conflicts in areas of workplace characteristics, and those of motivational preferences. In as much as Lindsey would be looking up to Grace to help her achieve her goals, Grace would expect her to start to show productivity and be driven by her own goals. Grace would most probably be an informal manager but Lindsey would be more of an organized person preferring structure. Grace could be result oriented while Lindsey would be achievement oriented. While Grace would tend towards individuality,Lindsey may often require constant feedback and reinforcement. Grace may often operate from democratic approach, Lindsey would value open communication.

Case Study, page 399 - Questions pages 399-400:#1-6

1. Upper management should give attention to the concepts of employee motivation and empowerment because it would increase employee performance and take care of the the non participative nature of the traditionalist managers. 2. Experts estimate that it costs upwards of twice an employee's salary to find and train a replacement
Wall street journal (online).

The U.S department of state estimates that it takes about 33% of a new recruits salary to replace a lost employee. Costs are encountered for hiring,interviewing and training. In the context of healthcare, staff turnover has been associated with worst patient outcomes.
Wikipedia (Williams ACdeC, Potts HWW 2010).

When organizations reach point of stagnancy, high employee turnover may result in inflow of new ideas. New employees may be able to identify existing flaws and suggest productive approaches which can yield strong growth in either short or long terms. Leigh
(www.helium.com). Gossel

Some companies rely on high turnover to weed out bad employees.

Johnson (Encyclopedia of buissness 2 nd ed).

Clint

3. In developing and implementing an employee programme that encompasses motivation and empowerment, - Identifying the generation the workers fall into helps to characterize them.

- motivational strategies that fit the employee network must be identified. -General complains and problems encountered by the employees should also be itemized. -the work environment and conditions need to be reassessed. -Reward allocation programmes should also be considered. -Personal goals and set out achievement of every employee should be taken to account. In order to then develop and implement a good programme , Existing working models from other companies may be used to draw up a framework that will suit the Hospital. Managers must be trained to recognize good effort and reduce criticism as well as understand what drives the workers to be motivated and consequently engaged. Team work also happens to be a strong factor that need to be constantly emphasized and contribution on the part of employees encouraged. 4. The committee need not be tied down to the myth of

Motivating employees resulting in money spending by the organization. They must look in to the problem of the managers style of leadership which has been less contributory,empower the employees to be decisive in their approach, base all models of motivation on fueling satisfaction amongst their staff.

5.

They must first address the issue of the high turnover from

the point of view of the accepted in depth analysis that has been made ,work on the suggestions put forward, view progress report from implementation of these suggestions before making considerations of other strategies. 6. No.

As much as possible one must maintain what strategies they think is right and stay put, updating resume means moving out of the organization and this would contribute to the high turnover rate. Recommendations are not meant to be always accepted, they are just a persons viewpoint which requires implementation to show results.

Case Study, page 401-402 Questions page 402: #1-6

1. She must draw upon a combination of needs , extrinsic and

intrinsic factors in an effort to help motivate the employee's, to employees meet their own personal needs and goals and ultimately to engage employees in and to achieve effectiveness and balance within the organization.

2. In her approach towards the dentist she must not apportion blames but make listed recommendations that she thinks can solve the problems, i.e listed above . 3. The most urgent issues would include those surrounding lack of income generation,high end salary of the new Doctor, employees dissatisfaction. 4. To improve the situation, -The personal and work related goals of all employee should be restated by them, alongside with how much of it they think they have achieved and how they intend to continue progressing. - The goals of the company should be properly stated and employees reeducated about what has been achieved and what needs to be worked upon. - A mission statement that is achievable in a conceivable time should be drawn up. -working environment values like cordiality, team work, good relationships , employee contribution should be emphasized. - Employee's salary scale should be reassessed and measured with productivity levels. - rewards should be tailored to achievements.

-Motivational preferences of the employees should be noted and worked with towards driving them to achieve the set out goals.
5.

Reward desired behavior Tailor rewards Focus on revitalizing employees Reward employees in ways that enhance performance and motivate them.
6.

No, This is her first Job as a manager, she should not start a habit of running away from problems she should be a problem solver, she should try to see it to fruition.