Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Health Care
Behind the Scenes of
Health Care
Motivation and Commitment of
Health Care Employees
10 9 8 7 6 5 4 3 2 1
Keywords
health care leadership; organizational commitment; workplace motiva-
tion; motivation factors; patient experience; patient feedback; nursing en-
gagement; health care service workers; support service employees; affective
organizational commitment; continuance organizational commitment
Contents
Preface...................................................................................................ix
of identifying how and why people behave as they do and why they stay
with their employers.
I truly hope you enjoy this multifaceted journey of experience and
observations as much as I have enjoyed putting it together. All research
clearances were provided by those involved. NIH certification and
HIPAA for Researchers was obtained prior to the research conducted
within this book.
With my greatest gratitude,
Dr. Hesston L. Johnson
CHAPTER 1
The time an individual stays with his or her employer is increasingly be-
coming more about elements of organizational culture, motivation, and
outcomes driving individual organizational commitment. Organizational
culture is composed of norms within an organization that impresses upon
employees workplace experiences, expectations, organizational philoso-
phy, and acceptable behaviors. Culture is also composed of shared beliefs,
attitudes, and relationships indicating expected group behaviors.
When considering culture, motivation, and turnover, the phenom-
enon of an endless existence of turnover challenges has, as of late, been
further complicated by the improvement and stabilization of unemploy-
ment rates in the United States. At the present time (June, 2019), the
overall unemployment rate for the United States is 3.6 percent and has
been on an improving trend over the past 12 months (Bureau of Labor
Statistics n.d.-a). To remain culturally competitive, more than 75 percent
of organizations have committed to creating an enhanced employment
culture to boost employee engagement and organizational performance
(Paterson 2014), while 65 percent of the world’s leading employers have
acknowledged cultural programs focused on workplace relationships,
employee well-being and work–life balance are central to attracting
and retaining employees (Paterson 2014). The drivers behind develop-
ing cultures focusing on well-being are associated with stress levels, or-
ganizational leadership, and coworker relations. Employers, including
health care organizations, are attacking these concerns through branding
programs and initiatives to strategically enhance culture, incorporating
programs focused on more paid time off, more frequent breaks, safety,
and flexible work options, as well as incorporating training and develop-
ment opportunities (Paterson 2014). Other efforts associated with well-
being and developing cultures indicate the shift in focus on the human
2 BEHIND THE SCENES OF HEALTH CARE
they would leave their current organization for the “right opportunity”
(Dunn 2016) It is important to understand what “right opportunity”
means; it may be related to the leader, peers, benefits, or opportunities
for advancement. In a 2018 study examining health care employees,
the greatest employee motivators were use of personal abilities, job se-
curity, role fulfillment, and meaningful work. While motivation factors
will also be discussed later, it is important to keep in mind that culture
and stay intention is associated with workplace motivation. Motivation
factors and culture does not completely exist in a silo, but rather as a
complex and integrated force within organizations. Additionally, what
motivates the sample of my studies does not necessarily mean it is con-
gruent with all organizations. It is all about leadership focus on culture
and motivation factors.
For example, when an employee is capable of leaving—or actively seek-
ing to leave—your organization, the result may be that either the culture
within is inadequate or leadership is perceived to not value culture and
individual motivation factors (Dunn 2016). If motivation factors are not
sufficiently understood, counterbalanced, and addressed with competing
motivation factors, turnover will perpetuate because the motivation fac-
tor is inadequately satisfied. In an effort to understand turnover through
motivation, internal leaders, such as our human resources professionals,
seek to understand how their organizational culture is different from that
of others (Dunn 2016). This includes how the organization differentiates
itself in recruitment and retention activities when those efforts seem to
fail (Dunn 2016). High performing leaders develop high performing cul-
tures through understanding their culture, the motivation of their staff,
and the efforts required to improve the workplace environment.
How does the organization retain and develop a team from scratch
that will be successful when the employer is the independent variable in
the relationship? What puts the organization above the rest in order to
retain and attract the best talent and experience in the field? Simply put,
a culture focused on motivation is the key to developing high performing
groups. And, culture is not as simple as implementing improved programs
in paid time off, work flexibility, and healthy well-being programs. Rather,
a culture focused on motivation is more specific to each individual in your
workforce and collective teams as many motivational factors include team
4 BEHIND THE SCENES OF HEALTH CARE
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