I need a Turningitin report on this essay!!!

19 Sep I need a Turningitin report on this essay!!!

Employee Motivation and Job Satisfaction

Student’s Name

Institutional Affiliation

Employee Motivation and Job Satisfaction

How to Determine the Nature of the Problem

Reduction Performance Quality

Given that medics are forced to overwork by up to 50% more, their performance is likely to decline significantly. One of the ways through which low motivation can be detected among the medics is a decrease in performance quality and increase in the number and severity of medical errors (Shanafelt & Noseworthy, 2017). Although productivity expectations are high, the workload for the medics is also high due to the increase in the number of patients that visit the hospital on a daily basis. As such, physicians will be overworked and become exhausted, which will reduce their morale and competencies. When the employees are overburdened with workload, their productivity can drastically decline since they become exhausted from working excessively for long hours without getting enough rest (Shanafelt & Noseworthy, 2017). Moreover, working for long hours leads to low work-life balance, which can cause stress and depression from personal issues related to spending less time at home. These repercussions can significantly reduce the medics’ productivity. Therefore, poor performance quality and increase in medical errors is a sure sign of low motivation due to excess workload and lack of enough rest.

Low Professional Effort and Productivity

Excess work and little rest cause exhaustion and reduce the body’s efficiency because the brain and other organs become overworked. Lack of enough rest due to work overload reduces the length of time available to unwind or transition from one activity to another, which increases the chances of confusion that in turn reduces productivity rates (Delasay, Ingolfsson & Kolfal, 2016). Confusion increases when medics receive multiple tasks concurrently so that more time will be spend trying to figure out what ought to be done next including the activities to be prioritized, a situation that leads to time wastage and mix-ups that translate to low productivity and high likelihood of making errors. Moreover, prolonged loss of sleep is associated with health issues such as short-term memory loss that causes confusion of tasks and mild degrees of forgetfulness of work arrangements (Delasay, Ingolfsson & Kolfal, 2016). Memory loss increases error rates, which in turn translates to low productivity levels and poor work quality. Furthermore, working for longer than normal causes fatigue that makes the body less competent than normal thereby leading to low motivation that in turn causes medics to put low professional effort in their work. The overall effect is that the medics’ productivity rates will declines with time.

Low Patient Satisfaction

Since the overall goal of the hospital is to provide high quality care and increase patient safety and satisfaction with the quality of care, reduced patient satisfaction is a sure indication that medics are underperforming. Underperformance in this case is caused by overworking for extended durations of time. When the number of errors have increased, professional effort has declined, and productivity rates of healthcare workers has significantly reduced, patients are the ones who are affected the most (Delasay, Ingolfsson & Kolfal, 2016). Less physician effort can cause physicians not to handle patients well including issuance of fewer instructions concerning the medication to take and the required diet. Low patient satisfaction can be detected by repeated future visits by the same patients after being treated due to errors on the part of healthcare workers, and issuance of incomplete or confusing instructions (Shanafelt & Noseworthy, 2017). Another way through which patient dissatisfaction can be detected is through feedback that the patients give through the suggestion box, and complaints made in the hospital’s social media page and the comments section of the hospital’s website. An increase in negative comments and feedback will indicate low patient satisfaction, which in turn indicates poor quality services resulting from low motivation of the healthcare professionals.

Plan To Address the Issue of Low Motivation

Short-Term Plan

Hiring Temporary Healthcare Workers

In order to reduce work overload and duration of time spent working, the organization will hire healthcare workers who shall work on short-term basis. These new workers will be scheduled to work for the additional hours that the institution’s workers spend at work. The temporary employees will be paid according to the number of hours spent working in order to minimize unnecessary costs. Hiring temporary health workers will relieve the permanent workers from work overload and allow them to have enough time to rest and tend to their personal affairs and families, which will establish a good work-life balance and improve their health (Hlubocky, Back & Shanafelt, 2016). In return, the healthcare workers’ motivation will increase so that the number of errors will decrease, and the quality of care will increase.

Introducing Rewards for Spending Long Hours at Work

Although overworking for long durations can lead to health issues such as temporary memory loss, stress, and depression, introduction of appropriate motivational incentives can significantly manage the negative effects. As such the institution will introduce additional monetary benefits for the extra hours that the medics spend at work since lack of rewards for the extra work done and time spent working is a significant cause of low motivation and underperformance (Tak, Curlin & Yoon, 2017). Both intrinsic and extrinsic rewards can significantly improve the medics’ motivation and reduce their stress levels. Nevertheless, rewards will not reduce the fatigue caused by working tirelessly for long durations. As such, the rewards will be combined with sleep and physical exercise training program to educate the medics on the best ways to get healthy sleep (Shanafelt & Noseworthy, 2017). Furthermore, medics will be allowed to take short naps in the workplace when they feel too tired to perform optimally so that they can refresh themselves, get back to work and perform effectively. A special unit will be established for this purpose.

Long-Term Plan

Increasing the Number of Permanent Employees

The hospital will increase the number of permanent health workers and purchase extra equipment needed to cater for the additional patients. Temporary employees are unreliable since they can quit work any time and without notice, and they may not work as competently as required because they may have the impression that they are not valued thus may not work with high morale. Moreover, rewards and incentives will not solve the problem fully since employees will continue to be fatigued from long working hours. As such, hiring extra permanent workers is the best solution since they will offset the workload for the current employees (West, Dyrbye & Shanafelt, 2018). Besides relieving the other employees of the extra workload, hiring new permanent employees will facilitate an arrangement in which the medics will have a balanced work-life time. It is possible to achieve the balance since the medics can schedule amongst themselves the appropriate time to work and to be free thereby minimizing stresses related to imbalances in work-life time.

Resilience Training

All medics will undergo resilience training in order for them to have the ability to appropriately adjust to hardship situations, or work in duress. Resilience training will be done in as much as new physicians will be hired. The significance of resilience training is to give the medics competencies that can enable them to maintain high quality patient care even after working for long durations and attending to big number of patients (West, Dyrbye & Shanafelt, 2018). The organization will form a culture in which medics will be highly motivated through resilience training, which will condition them to work more for long without feeling negative about it. The culture will incorporate respectful interrelation, the spirit of cooperation, and love for work. The training will also help the medics to remain competent in case of future emergency situations that can require them to work more for long durations of time.

Role of Stakeholders in the Issue

Stakeholders are responsible for investigating the cause, brainstorming ideas, and implementing appropriate solutions. They include patients, medics, and the hospital’s leadership. Stakeholders will be responsible for assembling a team that will schedule meetings with leaders of different work teams. Patients who have had negative experiences will be invited to share their experiences and the likely cause as well as what they think should be improved. Further, focus groups consisting of medics and other stakeholders will be formed in which issues that lead to low motivation and appropriate solutions suggested (Shanafelt & Noseworthy, 2017). The report of the focus-group meetings is then passed to leaders of work units, who will then meet different medics in their teams to discuss the findings, and how to implement the findings of the report (Shanafelt & Noseworthy, 2017). The administration will assist with the tools needed for successful implementation of the recommendations.

Human Resource Function Critical for Success of the Plan

The human resource management function that is critical to the success of the plan is the total reward management. The Total reward function is mainly responsible for formulating and determining the type and amount of rewards necessary for each employee in each department according to the duties and responsibilities assigned to them (Nankervis, Baird, Coffey & Shields, 2016). The total reward management system is also responsible for making appropriate reward-related plans that can increase employee motivation and job satisfaction in case employees are not appropriately motivated. There are different types of reward approaches that the total reward function can apply to increase employee motivation, which include: intrinsic rewards that are mainly psychological, and extrinsic rewards that are implemented through monetary benefits (Nankervis, Baird, Coffey & Shields, 2016). In the case of the hospital, both reward types can be provided in the form of psychological and moral support by employing additional employees and forming an employee-friendly culture whereas extrinsic motivation can be provided through monetary rewards.

References

Delasay, M., Ingolfsson, A., & Kolfal, B. (2016). Modeling load and overwork effects in queueing systems with adaptive service rates. Operations Research, 64(4), 867-885.

Hlubocky, F. J., Back, A. L., & Shanafelt, T. D. (2016). Addressing burnout in oncology: why cancer care clinicians are at risk, what individuals can do, and how organizations can respond. American Society of Clinical Oncology Educational Book, 36, 271-279.

Nankervis, A. R., Baird, M., Coffey, J., & Shields, J. (2016). Human resource management: strategy and practice. Boston: Cengage AU.

Shanafelt, T. D., & Noseworthy, J. H. (2017, January). Executive leadership and physician well- being: nine organizational strategies to promote engagement and reduce burnout. In Mayo Clinic Proceedings, 92(1), 129-146.

Tak, H. J., Curlin, F. A., & Yoon, J. D. (2017). Association of intrinsic motivating factors and markers of physician well-being: a national physician survey. Journal of general internal medicine, 32(7), 739-746.

West, C. P., Dyrbye, L. N., & Shanafelt, T. D. (2018). Physician burnout: contributors, consequences and solutions. Journal of internal medicine, 283(6), 516-529.