Managing People Value for Human Resources -myassignmenthelp.com

Question: Discuss about theManaging People Value for Human Resources. Answer: Introduction This report evaluates and analyzes leaders or a person in a position of influence in the healthcare sector worked before and how their motivational skills or techniques have had an influence on fellow medical staff and other employees in the health facility. Motivation refers to the set of factors or actions that influence the people to behave or act in particular desired manner. Motivation factors are both external and internal factors and they contribute towards the attainment of a pre-determined goal or objective1. This task discusses the motivation methods and techniques used by a doctor who was in charge of a clinic I worked in for11 months. The clinic was located in a town area in India. I liked to share my previous experience. There were very many challenges that faced the health workers who worked in this clinic and this region and general. The Doctor was very experienced and despite the challenges in the shortage of staff and poor infrastructure, the employees were able to a chieve extraordinary targets and to provide medical services to the public effectively and efficiently. This task describes the importance and significance of motivational methods in the healthcare sector and how application of these methods helps in meeting the objectives of the organization. Human resources are very vital in the provision of high quality and efficient health care services. They help in making the health care system of a country or region effective and hence improving the quality of health care2. Due to this reason, there is a very great need to motivate the healthcare workers so as to help them in meeting their personal and organizational objective. In the healthcare service provision, motivation is defined as the degree of willingness of an individual to exert and maintain an effort towards achieving the goals and objectives of the health care organization or institution in which they are working. 1.Jaidyn Mcreynolds, Motivational Theories Psychology (New Delhi: World Technologies, 2012). 2.Lewis R Aiken, Attitudes And Related Psychosocial Constructs (Thousand Oaks: Sage Publications, 2002). Motivation is closely linked to job satisfaction which helps to retain workers at their job for a long period of time. Health workers retention helps to significantly reduce the costs if having to recruit, hire, and train new employees. Highly motivated employees reduce the likelihood of changes in job positions or organizations3. This helps a healthcare organization or institution to maintain employees who are highly experienced and hence offer high- quality services to the public4. The doctor in charge of the healthcare facility that I worked in for11 months was excellent in motivating his staff. The healthcare facility faced many challenges compared to the other healthcare facilities in the region5. The doctor came up with incentive and reward schemes which motivated workers to stay focused and to work towards the attainment of the goals and objectives of the health facility. The health facility was had about eight healthcare workers and was expected to serve more than 5,000 people who depended on it to get medical services. The doctor who was in charge of the facility came up with methods that were it helped to keep employees motivate all the time despite the tough working conditions experienced.6 3.Barbra Teater, An Introduction To Applying Social Work Theories And Methods (Maidenhead: McGraw-Hill Education, 2014). 4.Helen Mentha, "Motivational Dialogue: Preparing Addiction Professionals For Motivational Interviewing Practice", Drug and Alcohol Review 27, no. 5 (2008): 574-575. 5.Rachel Johnson, "Motivational Interviewing With Adolescents And Young Adults", Motivational Interviewing: Training, Research, Implementation, Practice 1, no. 2 (2013): 20. 6.William R. Miller, PhD, "Motivational Interviewing And Social Justice", Motivational Interviewing: Training, Research, Implementation, Practice 1, no. 2 (2013). The doctor applied various theories of motivation to ensure that workers give their best at the workplace which contributed to the attainment of the goals and objectives of the organization. This means that the absence of motivator factors did not lead to dissatisfaction and lack of motivation while the presence of the hygiene factors did not necessarily mean that the employee will be more satisfied. The director in charge of the facility was able to apply this theory perfectly. The doctor made the workers feel appreciated and wanted and this gives them the desire to work harder and repay back the support they received from the manager. The director also provided the best working conditions by ensuring safety for healthcare workers and ensuring that the workplace is comfortable for working7. The doctor who was the director in charge of the healthcare facility gave attention to the needs and problems of every single employee and this made the employees working at the facility feel like a family. The Maslow`s theory of hierarchy of needs was also used by the doctor who was the director of the facility. The Maslow hierarchy of needs theory was developed by a psychologist by the name Abraham Maslow in 19438. The theory basically suggests that the motivation of an individual depends on the fulfillment of a series of needs that arranged in a hierarchical manner. The needs that appeared at the bottom of the pyramid which was the most basic needs must be fulfilled for the needs high up the pyramid to be fulfilled. Maslow`s hierarchy of needs contained the following levels of needs; Physiological needs- These are basic needs that a human being must meet for basic survival. The physiological needs need to be met before other needs are met. The physiological needs include food, water, and shelter. Julian Le Grand and Jonathan Roberts, "The Public Service Mutual: Theories Of Motivational Advantage", Public Administration Review (2017). Josie Geller, "What A Motivational Approach Is And What A Motivational Approach Isn't: Reflections And Responses", European Eating Disorders Review 10, no. 3 (2002): 155-160. Safety The need for safety refers to the need for an individual to feel protected from physical and psychological harm. Different people have different fears in life. It is therefore important that people are safe and secure before they can think of fulfilling the needs higher up the ladder. Employees need personal and financial security for them to perform well in their work. Proper health is also part of the safety for employees9. The organization provided safety for employees and also offered employees reasonable salaries which made them feel financially secure. Love/belonging: The psychological need for love is very important to every human being. For a person to be motivated when doing anything, it is important that the person feels loved by the people around them. Loving and being loved gives an individual a feeling of recognition and self- importance that is very crucial in the attainment of objectives of the organization. A person needs to feel loved by friends and family as well as get involved in relationships so that their desire to work can be improved. The doctor in charge of the facility in which I worked showed his juniors love and made them they belong to the organization and that they had everything required to make it within the organization10. The doctor also encouraged employees to show love and appreciation for one another. The organization was celebrated a staff gathering and they arranged an outing with staffs family. It made a staffs happy and unity among with them. This factor played a huge role in motivating employees and attainment o f organizational objectives. Esteem: The need to feel confident and be respected by the people we interact with is what contributes to self- esteem. An individual with high self- esteem is more productive than an individual whose esteem is very low. S. Luthra, "P-143: Classification Of Behaviors In Dementia Based In Motivational And Needs Based Theories", European Geriatric Medicine 6 (2015): S70. Timur Sevincer, Lena Kluge and Gabriele Oettingen, "Implicit Theories And Motivational Focus: Desired Future Versus Present Reality", Motivation and Emotion 38, no. 1 (2013): 36-46. The doctor showed respect and appreciation for every individual working in the facility irrespective of their level of education or social class. This factor played a very crucial role in drawing energies and motivation from workers to perform. Self-actualization: This need is high up the pyramid of needs. Self- actualization is the desire and believes that one can achieve and become everything they want and are determined to become self- actualization gives the employees desire to do and achieve things that they think are behold their reach and hence achieve extraordinary performance11. Before reaching this level, an individual has to fulfill all the needs that fall in the levels below this. The doctor motivated and created a belief among employees that they could develop their career and become senior in the organization and behold. The expectancy theory was also applied by the director of the health organization in which I worked. The theory of expectancy proposes that people choose to behave in a particular manner depending on the expected outcomes of their behavior patterns. An individual decides in the action to take depending on their projected outcome of their behaviors and actions12. When an individual expects a positive outcome when they behave in a particular manner, they are more likely to behave in that particular manner. Their motivation is determined by what they expect to come out of their effort or actions. For example, when an employee expects to be promoted or to get allowances as a result of working extra hours, they are likely to be motivated by the outcome of better salaries and hence achieve better results which contribute to the achievement of organizational objectives. The expectancy theory is based on three elements which include: expectancy, instrumentality, and valence. Instrumentality is the belief that a person will be rewarded when they meet expectations. 11.Raymond J. Wlodkowski, "Making Sense Out Of Motivation: A Systematic Model To Consolidate Motivational Constructs Across Theories", Educational Psychologist 16, no. 2 (1981): 101-110. 12.Barbra Teater, An Introduction To Applying Social Work Theories And Methods (Maidenhead: McGraw-Hill Education, 2014). Valence is the value that a person places the reward and hence it determines the levels of motivation of the employee in order to achieve the objective. There were various reward schemes in the health center and they were mostly based on the number of extra hours worked. The reward system of the health facility was also based on the level of customer satisfaction which was measured by the feedback of customers at the end of the year. The rewards given were of high value and these motivated employees to go extra miles to achieve get the reward13. This factor contributed significantly to good customer service and to the attainment of the general organizational objectives. McGregor`s theory of participation was also prominently used by the director of the healthcare institutions described in the report. The theory is based on two distinct views of participation of people. The first view is negative and it is labeled Theory X while the second is positive and its labeled Theory Y. The assumptions of theory X is that people are indolent by nature and they lack ambition, dislike responsibility, and prefer to be directed. The theory also assumes that people are inherently self-centered and are indifferent to the needs and goals of the organization. Theory Y assumes that people are not passive in nature and are resistant to the goals of the organization since sometimes they may not be in line with their individual needs14. The theory also assumes that people want to assume responsibility and they want the organization to succeed. The director of the facility used these assumptions to design motivation techniques that helped to motivate employees. 13.Craig C Pinder, Work Motivation In Organizational Behavior (New York: Psychology Press, Taylor and Francis, 2014). 14.JULIA NAFZIGER, "Motivational Job Assignments", Economica 78, no. 312 (2010): 676-696. Conclusion This paper evaluates and discusses the motivational techniques used by the director who was the head of a health institution I worked for earlier. The paper discusses the motivational methods that the doctor used and they provided outstanding results which contributed significantly to the attainment of the goals of the organization. The motivational techniques fall under different theories of motivation. These theories are discussed and their application in motivating health workers is discussed. Some of the motivational theories applied include; Herzberg's Two-factor theory, Maslow`s Hierarchy of needs theory, the expectancy theory and McGregor`s theory of participation. These theories are discussed in detail and the impact that they have on employee performance is also discussed in this paper. References Mcreynolds, Jaidyn. Motivational Theories Psychology. New Delhi: World Technologies, 2012. Aiken, Lewis R. Attitudes And Related Psychosocial Constructs. Thousand Oaks: Sage Publications, 2002.https://dx.doi.org/10.4135/9781452233659 3.Teater, Barbra. An Introduction To Applying Social Work Theories And Methods. Maidenhead: McGraw-Hill Education, 2014.ISBN-13: 978-0335237784 4.Mentha, Helen. "Motivational Dialogue: Preparing Addiction Professionals For Motivational Interviewing Practice". Drug and Alcohol Review 27, no. 5 (2008): 574-575.ISBN-13: 978-1583912959 5.Johnson, Rachel. "Motivational Interviewing With Adolescents And Young Adults". Motivational Interviewing: Training, Research, Implementation, Practice 1, no. 2 (2013): 20.ISBN 978-0-19-995818-4 6.Miller, PhD, William R. "Motivational Interviewing And Social Justice". Motivational Interviewing: Training, Research, Implementation, Practice 1, no. 2 (2013).ISBN 978-2-7296-1361-7 7.Le Grand, Julian, and Jonathan Roberts. "The Public Service Mutual: Theories Of Motivational Advantage". Public Administration Review (2017).ISBN 9780387939940. 8.Geller, Josie. "What A Motivational Approach Is And What A Motivational Approach Isn't: Reflections And Responses". European Eating Disorders Review 10, no. 3 (2002): 155-160. 9.Luthra, A.S. "P-143: Classification Of Behaviors In Dementia Based In Motivational And Needs Based Theories". European Geriatric Medicine 6 (2015): S70. 10.Sevincer, A. Timur, Lena Kluge, and Gabriele Oettingen. "Implicit Theories And Motivational Focus: Desired Future Versus Present Reality". Motivation and Emotion 38, no. 1 (2013): 36-46. 11.Wlodkowski, Raymond J. "Making Sense Out Of Motivation: A Systematic Model To Consolidate Motivational Constructs Across Theories". Educational Psychologist 16, no. 2 (1981): 101-110. 12.Teater, Barbra. An Introduction To Applying Social Work Theories And Methods. Maidenhead: McGraw-Hill Education, 2014.ISBN13 9780335247639 13.Pinder, Craig C. Work Motivation In Organizational Behavior. New York: Psychology Press, Taylor and Francis, 2014.ISBN-10: 0805856048 14.NAFZIGER, JULIA. "Motivational Job Assignments". Economica 78, no. 312 (2010): 676-696.