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Contents
Introduction
One of the main challenges that employers face is employee motivation. Motivating a workforce is critical for the success of an organization. As an employer, the goal is often to motivate the employees to work hard enough to achieve the goals of the company. There are two types of motivation: intrinsic and extrinsic. Intrinsic motivation arises from behavior that is driven by internal rewards. In contrast, extrinsic motivation occurs when employee behavior is driven by external rewards such as bonuses. Intrinsic motivation has a longer-lasting effect as compared to extrinsic motivation when it comes to any workforce, especially in healthcare organizations. This paper will focus on intrinsic motivation. In particular, it will discuss the ways in which a nurse manager can implement departmental change in a way that creates an environment that focuses on intrinsic motivators.
Intrinsic Motivation
In order to foster intrinsic motivation, the employer has to create an environment in which the employees actually want to work. One of the ways in which such an environment can be created is through team work. Creating teams in which the individuals have common interests and work well together goes a long way in ensuring that they keep each other on their toes (Giauque, Anderfuhren-Biget&Varone, 2013). The team members may in turn develop the kind of friendship that lasts even outside the confines of work. These friendships create a sense of job satisfaction, which in turns helps them work better so that their clients can be as satisfied in their work as they are in theirs.
Secondly, leveraging a mentorship program for the employees will also have a positive effect byfostering intrinsic motivators. Mentorship programs not only increase employee retention and workforce productivity, they also promote self-development (Kumar et al., 2016). In turn,being in an environment where the employers care enough to provide mentorship programs to the employees as a form of motivation motivates the employees to do right by themselves in terms of self-development (Twigg& McCullough, 2014). Moreover, such programs also encourage career development. At this point, the employers will focus on doing better in their work stations and when implementing change because they want to.
Another way is to provide education and training opportunities. Giving employees, and in this case, nurses, an opportunity to better themselves through the education and training programs will go a long way in motivating them (Boxall, Hutchison &Wassenaar, 2015). As a nurse, every day is an opportunity to learn and grow in their profession. Therefore, instead of doing work half-heartedly, the training opportunities will help them learn the ways in which they can be better at their jobs thus giving them internal satisfaction as well as external satisfaction from their employers and patients. The education opportunities will also increase employee satisfaction as well as the quality of work.
Lastly, the employer has to also make sure that the environment itself focuses more on internal rewards rather than external rewards (Olafsen et al., 2015). It is not enough to just create teams, leverage mentorship programs and provide education and training opportunities, if the environment around the workforce is all about bonuses for job well done, then the employees will also work harder just to earn those bonuses. If, however, the work environment is such that the employers take more comfort in seeing the satisfaction on the faces of the patients or clients, then the employees may begin to realize that internal rewards mean more than external ones.
References
Boxall, P., Hutchison, A., &Wassenaar, B. (2015). How do high-involvement work processes influence employee outcomes? An examination of the mediating roles of skill utilisation and intrinsic motivation. The International Journal of Human Resource Management, 26(13), 1737-1752.
Giauque, D., Anderfuhren-Biget, S., &Varone, F. (2013). HRM practices, intrinsic motivators, and organizational performance in the public sector. Public Personnel Management, 42(2), 123-150.
Kumar, P., Mehra, A., Inder, D., & Sharma, N. (2016). Organizational commitment and intrinsic motivation of regular and contractual primary health care providers. Journal of family medicine and primary care, 5(1), 94.
Olafsen, A. H., Halvari, H., Forest, J., &Deci, E. L. (2015). Show them the money? The role of pay, managerial need, support, and justice in a self‐determination theory model of intrinsic work motivation. Scandinavian journal of psychology, 56(4), 447-457.
Twigg, D., & McCullough, K. (2014). Nurse retention: a review of strategies to create and enhance positive practice environments in clinical settings. International journal of nursing studies, 51(1), 85-92.
