Health Organization Management|My homework helper

Posted: January 25th, 2023

WEEK FOUR DISCUSSION ONE

Responses should be of sufficient length (150 word minimum) with proper grammar.

Cite two references (one may be your text) using APA format,

Need a custom paper ASAP?
We can do it today.

Tailored to your instructions. 0% plagiarism.

Order Now

***YOU MUST USE THE BOOK***

BOOK LINK? https://bookshelf.vitalsource.com/reader/books/9781567936919/pageid/44

User name: prescottjackson1906@gmail.com

Password: I will send in message

1.Question: How do you feel about using intuition rather than rational thinking to make decisions?

· Check your text chapter reading for the comparison and contrasting descriptions of rational vs. intuition decision making.

· Compare and contrast the two

· Share your personal feelings and thoughts about using intuition to make decisions.

Assigned Readings:

· Chapter 12: Controlling and Improving Performance

· Chapter 13: Making Decisions and Solving Problems

· Chapter 14: Managing Change

· Chapter 15: Professionalism and Communication

HCA 620

Health Organization Management

Welcome to the Week Four lecture for HCA 620 Health Organization Management.

Week Four

Motivation

This week we will start with Motivation. Click on the continue button to begin.

Motivation Theories

Motivation is the “set of forces that leads people to behave in particular ways.”

Motivation is the “set of forces that leads people to behave in particular ways.” Reading this definition carefully, we realize that motivation is not the act of doing something; it is the forces that lead people to do something. When managers motivate employees, they apply forces to create workers’ desire and willingness to behave a certain way. However, managers must realize that motivation is not enough to ensure a worker actually behaves as desired. For example, Matt may be motivated to shampoo the waiting room carpet at a medical group practice in Albany. But if the carpet-cleaning equipment is broken, Matt will be unable to do that task despite his motivation. The same would happen if his boss reassigned him to some other task that was more urgent.

Motivation Theories

Maslow’s hierarchy of needs theory (based on physiological survival, safety and security, belongingness, esteem, self-actualization).

Herzberg’s two-factor theory (based on hygiene factors and motivators).

Vroom’s expectancy theory (based on effort, performance, outcome).

Skinner’s reinforcement theory (based on rewards and punishments).

This chapter examines motivation theories (sometimes referred to as motivation approaches or motivation perspectives).

Maslow’s hierarchy of needs theory (based on physiological survival, safety and security, belongingness, esteem, self-actualization).

Herzberg’s two-factor theory (based on hygiene factors and motivators).

Vroom’s expectancy theory (based on effort, performance, outcome).

Skinner’s reinforcement theory (based on rewards and punishments).

Use of human needs theories is challenging because workers belong to four or even five generations that have different values, motivators, interests, and feelings about work. So which of these theories or approaches should a leader use? Like many other aspects of management, it depends. We know that in HCOs today, workers are very diverse regarding their generations, ethnicities, and other characteristics. These differences cause differences in values, preferences about work, and motivators. For example, the American culture values achievement, and Eastern cultures value harmony. Further, a person’s motivators may change over time. When Adrianna graduates from college with loans to repay, she will be motivated by money. After she repays her loans, she may be more motivated by opportunities for professional growth. When it comes to motivation, one size does not fit all.

Motivation Theories

So as a manager, what should you do?

So as a manager, what should you do? First, assess the situation and people. Second, choose appropriate motivation methods to fit the situation and people. Figure out what brings pleasure to each of your employees. If you can provide that through their work, it may help motivate them to work. If an employee gains pleasure from being with other people and forming friendships, then be sure the job provides opportunities for social interaction. Think about this advice as you study each motivation theory.

Maslow’s Hierarchy of Needs Theory

Abraham Maslow theorized in the 1950s that human motivation comes from five basic human needs that have a hierarchical order—from the lowest, most basic need for physiological survival to the highest need for self-fulfillment. He thought people had to fulfill their lowest unsatisfied need before they would be motivated by higher needs. Thus, they would have to fulfill their physiological survival need before the safety need would motivate them. View the diagram for a better understanding of Maslow’s Hierarchy of Needs Theory.

Maslow’s Hierarchy of Needs Examples

View the table for a better understanding of Maslow’s Hierarchy of Needs Examples.

Herzberg’s Two Factors Theory

To motivate workers, first reduce dissatisfaction, then increase satisfaction

Satisfaction and dissatisfaction are mostly caused by different factors… though some factors can affect both

Satisfaction associated with intrinsic motivator factors	Dissatisfaction associated with extrinsic hygiene factors
Achievement	Company policies
Growth	Pay
Recognition	Supervision
Responsibility	Working conditions

In the late 1950s and early 1960s, Frederick Herzberg studied workers and concluded that they are motivated by things that increase feelings of satisfaction. Herzberg’s research led him to conclude that satisfaction and dissatisfaction are caused by different factors. One group of factors, which he labeled hygiene, is associated with dissatisfaction. Hygiene (maintenance) factors are extrinsic—external to the work itself—and would generally fit with Maslow’s three lower needs. Hygiene factors include company policies, pay, supervision, coworkers, and other work conditions. If these are adequate, they prevent workers from feeling dissatisfied. If workers are dissatisfied, improving the hygiene factors reduces their dissatisfaction. Herzberg argued that better hygiene factors would make workers feel less dissatisfied but would not make them feel more satisfied.

So what would satisfy workers? A second group of factors, which Herzberg labeled motivators, come from the work itself and include achievement, growth, recognition, challenge, autonomy, and responsibility. Herzberg believed motivators are intrinsic—internal to the work—and arise from the content of the work itself and how it makes a worker feel. Motivators could be viewed as equivalent to Maslow’s two higher needs. For example, feeling achievement and fulfillment after completing a new, challenging project comes from the work itself. Herzberg argued that workers are motivated to do work that includes more motivators, which would enable the workers to realize more satisfaction. These motivators would not reduce or affect dissatisfaction, however.

Herzberg’s Two Factors Theory

Managers should ensure adequate pay, supervision, policies, and coworker relationships and provide safe, secure jobs and working conditions. Limitations arise when culturally diverse workers grow up with different feelings about hygiene factors (e.g., following rules, interacting with supervisors, accepting a job’s working conditions) and about motivators (e.g., desire for achievement, challenge, autonomy).

Herzberg advised managers to first use hygiene factors to reduce workers’ dissatisfaction. Managers should ensure adequate pay, supervision, policies, and coworker relationships and provide safe, secure jobs and working conditions. When workers do not feel dissatisfied, managers should then design jobs and work to enable workers to experience motivators and satisfaction. Managers should organize their employees’ work for achievement, recognition, autonomy, responsibility, fulfillment, growth, and respect.

This two-factor theory became popular, but it has weaknesses. For example, some hygiene factors can affect both dissatisfaction and satisfaction. Sometimes both hygiene and motivator factors can motivate workers to higher levels of performance. Workers may perform better because a hygiene factor (e.g., a big pay raise) also provides a form of recognition and thus is a motivator. Limitations arise when culturally diverse workers grow up with different feelings about hygiene factors (e.g., following rules, interacting with supervisors, accepting a job’s working conditions) and about motivators (e.g., desire for achievement, challenge, autonomy). Research findings are mixed and seem to depend on other factors, such as an employee’s organization level and age.

Herzberg’s Two Factors Theory

Increase workers’ work variety with different activities and skills.

Increase workers’ work identity with responsibility to complete a whole piece of work.

Increase workers’ work significance with awareness of how work affects other people.

Increase workers’ work autonomy with freedom and choice regarding work decisions.

Increase workers’ work feedback with clear information about job performance.

Despite its limitations, managers often use the two-factor theory. As a manager, pay attention to both dissatisfaction and satisfaction and realize that different factors might be needed to reduce dissatisfaction and to increase satisfaction. When applying the two-factor motivation theory, you might first have to improve hygiene factors such as working conditions and rules so that workers do not feel dissatisfied. Then, you can increase motivators to increase job satisfaction—and work motivation. This step may require redesigning jobs to give workers more opportunities for achievement, recognition, growth, responsibility, and self-accountability. To do so, you can follow Hackman and Oldham’s job characteristics model:

Increase workers’ work variety with different activities and skills.

Increase workers’ work identity with responsibility to complete a whole piece of work.

Increase workers’ work significance with awareness of how work affects other people.

Increase workers’ work autonomy with freedom and choice regarding work decisions.

Increase workers’ work feedback with clear information about job performance.

Based on: work effort, performance, outcomes.

– Outcomes must be valued by worker.

Will worker’s work effort produce performance needed to obtain valued outcome ?

– If worker expects answer is “yes,” worker is motivated to give the effort to produce the performance to obtain the outcome.

Workers are not motivated if they:

– Expect performance and outcomes not within their control.

– Do not value the outcome.

Vroom’s Expectancy Theory

The expectancy theory of motivation was developed by Victor Vroom and others, also in the 1960s. Work effort, performance, and outcomes are the main components of this theory. It “suggests that people are motivated by how much they want something and the likelihood they perceive of getting it. Let’s imagine Latasha is an associate in a healthcare consulting company in St. Louis. She could improve her work to earn a year-end pay bonus.

Vroom’s Expectancy Theory

Latasha considers whether her improved work effort would be likely to produce good enough job performance. Does she expect that her better effort will be enough to create the necessary level of performance? Or will other factors (e.g., lazy coworkers, broken equipment) interfere with her improved work effort and prevent achieving sufficiently improved performance?

Latasha considers to what extent improved work performance would obtain the desired outcome. Is the outcome tightly connected to her job performance? If she improves her work and produces better job performance, will she really get that pay bonus? Or will the bonus depend on other factors, such as the company’s overall financial situation?

Latasha considers how strongly she wants the outcome. How much does she really want the bonus pay? The extra money would be great, but how about the added stress and having to work late some days? Would it all really be worth it?

Taken together, this approach argues that Latasha will wonder if her effort will produce the performance needed to obtain a valued outcome. The more she really wants the pay bonus—and expects that her improved work effort will produce the performance needed to obtain that bonus—then the more motivated she will be to improve her work effort.

Research generally supports this theory, although it has weaknesses. Expectancy theory assumes that workers (e.g., Latasha) rationally and logically do the mental calculations, yet in reality they might not. Also, even if workers try to rationally calculate the value of rewards, they might easily misjudge the connection between effort and performance or between performance and outcome. Finally, some workers feel outcomes are not within their control and instead are mostly influenced by other forces and events, so why bother? If workers perceive favoritism or a biased boss, applying expectancy theory will be less effective. Expectancy theory, like others, is culturally biased and thus works better in some countries and cultures (e.g., the United States) than in others (e.g., Brazil, China) depending on the extent to which workers feel they can control their work, performance, and outcomes.

Consider a student who attended college on a scholarship and had to maintain a B average (performance level) to keep her scholarship (valued outcome).

Vroom’s Expectancy Theory

As a manager, you can use this approach to motivate workers as long as you realize its limitations. Workers may put forth the effort you want if they expect their work will lead to the performance level that will earn them the rewards they desire. Realize that the value of rewards (outcomes) varies according to people’s unique needs. Suppose two workers—Ricardo and Ahmad—work in a hospital’s information systems department in Northridge. Ricardo wants personal growth and new experiences, whereas Ahmad prefers more vacation days. As an incentive to improve job performance, the hospital offers to send one worker to the Healthcare Information and Management Systems Society conference. Ricardo would value (and be motivated by) that reward more than Ahmad would.

Students sometimes are motivated to study based on expectancy theory. Consider a student who attended college on a scholarship and had to maintain a B average (performance level) to keep her scholarship (valued outcome). She wondered how much she had to study for a final exam. After thinking about it, she expected that if she studied five hours (effort), that would be enough to earn at least a B on the exam (performance), which would be enough to maintain her scholarship (valued outcome).

Uses stimulus, response, consequence (reinforcement).

Manager stimulates worker (e.g., goal, instruction)

Worker responds (e.g., behavior, action)

Consequence follows (e.g., reward, punishment)

Workers motivated by consequences (reinforcements) of their behaviors and actions.

Reinforcement works best when:

Workers know how it relates to their behavior

Consequence is big, yet small consequences can reinforce

SOLUTION

Motivation is the set of internal and external forces that drive individuals to behave in a certain way. It is important to note that motivation alone is not enough to ensure a desired behavior, as external factors such as equipment or reassignment may prevent an individual from carrying out a task despite their motivation. There are several theories of motivation, including Maslow’s hierarchy of needs, Herzberg’s two-factor theory, Vroom’s expectancy theory, and Skinner’s reinforcement theory. Each of these theories proposes a different approach to understanding and influencing motivation in individuals.

Health organization management refers to the administration and management of healthcare organizations, including hospitals, clinics, and other healthcare facilities. This includes tasks such as budgeting, staffing, resource allocation, and quality control. Health organization managers are responsible for ensuring that healthcare services are provided efficiently and effectively, while also ensuring compliance with relevant laws and regulations. They may also be involved in the development of healthcare policies and the implementation of new technologies.

Turn in your highest-quality paper
Get a qualified writer to help you with

“ Health Organization Management|My homework helper ”

Get high-quality paper

NEW! AI matching with writer

Expert paper writers are just a few clicks away

Place an order in 3 easy steps. Takes less than 5 mins.

Calculate the price of your order

Type of paper needed:

Pages:

You will get a personal manager and a discount.

Academic level:

We'll send you the first draft for approval by at

Total price:

$0.00