Rigolosi (2005) explains six different theories that can be used to assess and diagnose a system. These include Maslow’s hierarchy of needs which focuses on the system’s motivational needs and maturity level (p. 63). Alderfer’s E-R-G Model which essentially condenses Maslow’s theory into just 3 pieces including existence (physiological & safety), relatedness (relationships and acceptance from others) and growth (self-actualization) needs (p. 68). Hersey and Blanchard’s level or readiness theory focuses on one’s ability and willingness to carry out tasks confidently. Categories of readiness level include low readiness, moderate readiness (unable but willing), moderate readiness (able but unwilling) and high readiness (p. 68). McGregor’s Theory X and Theory Y follows 5 traits and opposites of those traits including work attitude, ambition, creativity, motivation and control (p. 70-71). In Argyris’s maturity-immaturity continuum, it is believed that in the personality of healthy individuals there are 7 changes that occur during the developmental stage from immature to mature. Traits of this include work attitude, dependence, behavior, interests, concern, position and self-awareness (p. 72-73). Finally, Rigolosis (2015) explains that Herzberg’s motivation-hygiene theory is a two-part theory consisting of higher and lower order needs. Regarding higher order needs, it is believed that there are certain motivators that can actually increase performance and work output including achievement, recognition, challenging work, responsibility, advancement and growth. Dissatisfaction with lower order needs like policies, working conditions, interpersonal relations, money, status, security and personal life produced lower performance from employees (p.75).
I chose to follow Herzberg’s motivation-hygiene theory for my organizational assessment. As I read through this theory, I felt like I could relate it to a lot of situations and examples in my work place. I think most of us would agree that we work harder when we feel appreciated. In my previous position, we were affiliated with a large women’s hospital. The focus of care was women and child birth, which was great, but the pediatric departments were often overlooked. There was rarely room for growth and no type of organizational recognition. While I felt very appreciated by the physician I worked for and my coworkers, I will honestly admit that it got frustrating that we were always overlooked by the organization while the OB/GYN nurses seemed to receive a ton of awards and recognition. I currently work for a large children’s hospital and medical center. We are made up of the hospital, specialty clinics, 14 primary care locations and 4 urgent cares. Nurses are recognized at all levels. We can send up to 10 spotlight awards each year to recognize other employees who are doing a great job. They receive a $5 gift card and the recognition notification goes out via email to the employee and their manager. We have the Daisy Award for extraordinary nurses, a Florence Nightingale Award for those going above and beyond, employee of the quarter recognition and much more. Our organization is continuously giving us opportunities for growth and development by offering free ongoing continuing education, paying for the CPN certification class and testing fees, sending us to leadership classes and many other things.
On the flip side, I have witnessed nurses in our department who are lower performers and often complain about policies, money, and working conditions. This is completely my personal opinion, but it often seems to be those individuals who aren’t happy, no matter the circumstances, and typically see the glass half empty. I have also seen personal life greatly impact work performance. I agree that when there are bad circumstances going on at home it can be difficult not to effect performance. When it comes to personal life, I feel that our manager and coworkers do a great job of addressing the situation and trying to help the employee struggling however possible. Whether that means covering shifts so they can have time off or just lending a listening ear.
Rigolosi, E. L. M. E. J. (2005). Management and leadership in nursing and health care: An experiential approach, 2nd edition. Retrieved from https://ebookcentral-proquest-com.ezproxy.fhsu.edu
Hi Rebecca,
I agree with you that recognition is so important in regards to work moral. I have worked in organizations (not healthcare) where supervisors have said literally…”well they’re getting a paycheck, that should be sufficient.” You can imagine how productive the staff were with that type of attitude from the top… it truly trickles down.
Where I work now, our director who has been in the unit for two years now has done a fantastic job of hiring staff that have a pretty good attitude. She has also done a great job of weaning out those that see the glass half full and nothing ever makes them happy. As we have seen, staff with attitudes like that do not give the best care.
This director is a world different than who we had previously. The attitude of the unit as a whole has changed an our patient satisfaction score have increased tremendously.
Goes to show that it is so important to put good, qualified, attitude healthy staff in strategic places.