Theoretical Models
Theoretical Models
Colleen M. O 'Leary
HCS/587
March 18, 2013
Theoretical Models
The benefits of a motivated staff should prove an impetus to managers to use motivation as a driving force to obtain a high degree of functioning by employees. According to Musselwhite (2011) “managers who are effective at motivating their direct reports reap the reward of employees who can handle a variety of assignments, work more autonomously, report higher levels of job satisfaction, and contribute more to the success of the department, the organization, and in return, to the success of their manager” (p. 46). This in turn may motivate the manager to work harder and look at ways to improve and increase departmental functioning in the future.
In health care managers have diverse staff to motivate. Employees may be of varied ages, experience, educational levels, and job descriptions. Staff ranges from minimally educated secretarial staff to professionals such as licensed professional nurses, physicians, and physician extenders (Borkowski, 2005). The manager who takes the time to get to know the employees he or she is responsible for will know the individual positive or negative attributes of each employee. This will assist in determining how best to motivate everyone for the good of the department. Many motivational theories exist but only equity and goal-setting theories will be discussed here.
Equity Theory
Theory Description Equity theory basis relies on the comparison of inputs to outcomes. In the work setting an employee’s education, skill set, and anything else he or she brings to the job position provides the input. The salary, promotion, bonus or anything else attributed to the inputs provides the employee’s outcomes. Equity exists when the ration of inputs to outcomes of one employee equates to those of another employee (Borkowski, 2005).
Equity Theory in the Workplace In the work setting equity theory exists as the comparison of inputs to outcomes of
Colleen M. O 'Leary
HCS/587
March 18, 2013
Theoretical Models
The benefits of a motivated staff should prove an impetus to managers to use motivation as a driving force to obtain a high degree of functioning by employees. According to Musselwhite (2011) “managers who are effective at motivating their direct reports reap the reward of employees who can handle a variety of assignments, work more autonomously, report higher levels of job satisfaction, and contribute more to the success of the department, the organization, and in return, to the success of their manager” (p. 46). This in turn may motivate the manager to work harder and look at ways to improve and increase departmental functioning in the future.
In health care managers have diverse staff to motivate. Employees may be of varied ages, experience, educational levels, and job descriptions. Staff ranges from minimally educated secretarial staff to professionals such as licensed professional nurses, physicians, and physician extenders (Borkowski, 2005). The manager who takes the time to get to know the employees he or she is responsible for will know the individual positive or negative attributes of each employee. This will assist in determining how best to motivate everyone for the good of the department. Many motivational theories exist but only equity and goal-setting theories will be discussed here.
Equity Theory
Theory Description Equity theory basis relies on the comparison of inputs to outcomes. In the work setting an employee’s education, skill set, and anything else he or she brings to the job position provides the input. The salary, promotion, bonus or anything else attributed to the inputs provides the employee’s outcomes. Equity exists when the ration of inputs to outcomes of one employee equates to those of another employee (Borkowski, 2005).
Equity Theory in the Workplace In the work setting equity theory exists as the comparison of inputs to outcomes of