There is no one single way to motivate people.
The organization and the manager must use various tools to offer incentives and rewards that satisfy their staff. Increased productivity, pa- tient care quality, job satisfaction, and retention are all outcomes that can result in appropriate motivational activities.
Case Study 17-1 illustrates how one nurse manager used her ingenuity to motivate staff.
236 PART 3 • MANAGING RESOURCES
What You Know Now • Job performance is determined by motivation and ability. • Motivational theories (e.g., reinforcement, expectancy, equity, and goal-setting theories) describe the fac-
tors that initiate and direct behavior. • The manager serves as a role model for staff. • Staff development methods include orientation, preceptors, and on-the-job instruction.
MOTIVATING STAFF Jamie Edgar is nurse manager of the mental health out- patient clinic for a large county health department. Her staff includes nurses, licensed clinical social workers, li- censed mental health technicians, and clerical support staff. State funding for mental health services has been drastically cut. Jamie had a difficult decision to make re- garding who on the staff would receive pay increases and who would not. Compounding her problem is the shortage of qualified psychiatric nurses and two vacant nursing positions that she has been unable to fill due to the low starting salary.
Jamie decides that the nursing staff will receive a four percent raise and the licensed clinical social work- ers will receive a three percent raise. The mental health technicians and clerical staff will not receive a wage in- crease this year. The mental health technicians and cleri- cal staff members are upset when Jamie tells them there will not be any pay increases this year. Kevin Adams, a licensed mental health technician, and Charlotte Du- Bois, an administrative assistant, have both expressed frustration about the disparity in pay increases. Over the past two workweeks, Kevin has been clocking in 10 minutes late each work day and taking longer lunch periods than scheduled. The quality of Charlotte’s work has decreased, and she is using more business time for personal telephone calls and personal business.
Jamie is concerned that Kevin’s and Charlotte’s nega- tive attitudes will continue to affect their work as well as the morale of the staff. Initially, she tried more fre- quent praise of Kevin’s and Charlotte’s work, but after three weeks, noted no improvement in their attitude or performance. She counseled each employee individu- ally about performance expectations; however, neither employee made an effort to improve his or her behav- ior. After receiving a final budget for her clinic, Jamie allocated $800 for training of clerical staff and mental health technicians. She met with Kevin, Charlotte, and two other staff members. Jamie asked the group to assist her in determining how to best spend the $800 training budget. The group agreed that time-management skills could be improved among many of the staff. After review- ing the cost associated with several time- management
training programs, the group was surprised at the ex- pense. Jamie challenged her group to think of alterna- tive ideas other than sending staff members to a semi- nar and offered a restaurant gift certificate for the most creative ideas.
At their next meeting, Kevin produced reviews of several interactive CD-ROM training programs. Kevin had searched the Internet for the best price for the programs and brought in several demonstration CDs of the top two time-management programs. Charlotte proposed purchasing planners for those staff members who didn’t already have a planner or electronic calen- dar. Charlotte had spoken to the supplier who had the contract for county office supplies. They had agreed to a price of $12 per planner for a complete year of time- planning supplies. The group agreed that both Kevin and Charlotte’s ideas were excellent, as well as coming in under the $800 limit.
Kevin and Charlotte were responsible for implement- ing their ideas with staff who requested training in time management. Although neither employee received a raise in base salary, Jamie was able to secure approval for both to work extra hours to complete training for the clinic staff. Jamie continued to praise both employees for their commitment to the clinic and their coworkers. Kevin began to arrive promptly for each work shift and kept his lunch periods to 30 minutes. Charlotte was ea- ger to demonstrate to coworkers how her new planner helped her prioritize work and personal tasks. Her use of work time for personal business greatly decreased.
Manager’s Checklist The nurse manager is responsible for:
● Understanding motivating factors for employees and how motivation affects job performance
● Using motivational techniques to enhance employee performance
● Utilizing creative techniques to motivate staff when traditional rewards such as pay or benefit increases are unavailable
● Empowering staff to use creativity to enhance job performance
CASE STUDY 17-1
CHAPTER 17 • MOTIVATING AND DEVELOPING STAFF 237
• Nurse residencies, career advancement opportunities, and leadership development programs can help motivate staff members.
• Succession planning is a strategic process to develop future nurse leaders.
Tools for Motivating and Developing Staff 1. Recognize that an employee’s job performance includes both ability to do the job and motivation. 2. Become familiar with various theories of motivation and use the information to help you motivate
others. 3. Be aware that you may be a role model to other staff regardless of your formal position. 4. Identify core competencies involved in specific positions and high performers with the potential
to fill those positions. 5. Encourage staff development at all levels, including your own.
Questions to Challenge You 1. What motivational theory appeals to your sense of how you learn? Why? 2. You are a new nurse manager: a. How would you discover what motivates the individuals on your staff? b. How could you utilize the organization’s resources to motivate your staff? c. What staff development programs are available in your organization or community? d. How could you make those resources available to your staff? 3. What recommendations would you make to a new nurse manager regarding motivating staff? Have
you seen any of these work? Explain.
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References
Pearson Nursing Student Resources Find additional review materials at www.nursing.pearsonhighered.com
Prepare for success with additional NCLEX®-style practice questions, interactive assignments and activities, Web links, animations and videos, and more!
238 PART 3 • MANAGING RESOURCES
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The Performance Appraisal EVALUATION SYSTEMS