No industry has such difficulties in finding staff as nursing. Nursing professions currently have a negative image. Many young people therefore decide against training in this field. Also, trained nurses often change jobs and look for jobs outside of the industry.
The reasons for this can often be found in management. In her publication, Jessica Jess shows how important the flow of communication and information is, as well as the appreciation of work performance. In the care sector in particular, there is usually still a lot of catching up to do.
The author therefore examines the dissatisfaction of employees in nursing homes. She filters out potential problems and develops solutions. Jess explains in a practical way how employees can be motivated without financial incentives.
From the content:
- Care;
- Job dissatisfaction;
- Demotivation;
- Motivation;
- Nursing professions
Table of Contents
1 Introduction
1.1 Problem statement
1.2 State of research
1.3 Structure and objectives
2 Acute and future challenges of the geriatric care industry
2.1 Demographic change – an ageing society
2.2 Job dissatisfaction and demotivation
2.3 Employee absenteeism and emigration problems
2.4 Personnel situation in geriatric care facilities
3 Motivation
3.1 Basics of Motivation – Intrinsic and Extrinsic
3.2 Content theories
3.3 Process Theories
3.4 Motivation theories in practice
4 Importance of non-monetary motivational measures on the part of the leadership
4.1 Differentiation of the term leadership – structural and interactive
4.2 Increase motivation through recognition and feedback – communication as a management tool
4.3 Corporate culture as a motivating factor – influence of leadership
4.4 Employee and target agreement appraisals
5 Conclusion
Objectives and Research Themes
This work examines the critical issues of employee motivation within the geriatric care sector in Germany. The primary objective is to investigate how non-monetary leadership measures can effectively enhance job satisfaction, reduce absenteeism, and ultimately mitigate the problem of employee emigration in nursing facilities.
- The impact of demographic change on the demand for nursing staff.
- Psychological and physical stressors inherent in geriatric care professions.
- Application of established motivation theories to the specific context of elderly care.
- The efficacy of leadership tools such as feedback discussions and target agreements in fostering long-term retention.
- The role of organizational culture in influencing employee performance and workplace satisfaction.
Excerpt from the Book
4.1 Differentiation of the term leadership – structural and interactive
One of the most important tasks of leadership in a company is the motivation of employees. Managers should ensure that there is a positive working atmosphere so that employees feel comfortable in their environment and show motivation.96
Leadership can be divided into three different management levels. On a strategic level, the company is considered in its entirety. Corporate culture plays an important role, which will be examined in more detail in the course of this chapter. Another level describes the tactical level, which defines the leadership of groups within a company. Furthermore, leadership can take place at the operational level, which means the leadership between the individual actors. The focus here is on the relationship between the leader and the led. As a rule, these three levels are actively used in corporate management at the same time.97
The term leadership within an organization means that the leader is hierarchically transferred to the leader and can thus influence the actions, activities and activities by means of delegation. With the help of leadership, people can be influenced, more precisely, the guided persons should pursue the goals of an organization with the help of leadership. The leadership can be roughly differentiated into two different types.98 With the help of structural leadership, the framework conditions are first created on which the interactive leadership can be built. In addition, structural management is part of the corporate strategy.99 The framework conditions can be expressed in the form of organizational charts, the description of a position or the corporate culture. In short, structural leadership dictates to the employee which areas of activity are assigned to him without non-verbal or verbal instructions from a manager.100 This type of leadership does not come directly from people, but is dictated by the formal structure within the organization.
Summary of Chapters
1 Introduction: Provides an overview of the motivation crisis in the German economy and sets the scope for investigating geriatric care as a specific industry in need of solutions.
2 Acute and future challenges of the geriatric care industry: Analyzes demographic shifts, high physical/psychological stress, and high turnover rates that currently plague the geriatric care sector.
3 Motivation: Reviews classical content and process-based motivation theories to establish a foundation for understanding employee needs and behaviors.
4 Importance of non-monetary motivational measures on the part of the leadership: Details specific leadership interventions, including structural and interactive management, communication tools, and target agreements, to improve staff retention.
5 Conclusion: Synthesizes findings, emphasizing that leadership must focus on recognition, organizational culture, and personalized employee support to ensure sustainability in the care sector.
Keywords
Employee motivation, geriatric care, nursing staff, job satisfaction, non-monetary incentives, leadership, demographic change, staff retention, organizational culture, feedback, target agreement, burnout, absenteeism, intrinsic motivation, extrinsic motivation.
Frequently Asked Questions
What is the primary focus of this work?
The work focuses on addressing the high rate of job dissatisfaction, demotivation, and employee churn within the German geriatric care industry through the application of non-monetary leadership and motivational strategies.
What are the core thematic areas covered?
The text covers demographic challenges, motivation theories (such as Maslow, Herzberg, and Vroom), leadership styles, and specific management tools like feedback interviews and corporate culture development.
What is the central research question?
The research asks which non-monetary motivational measures, particularly those implemented by leadership, are suitable for increasing the motivation of geriatric nursing staff and preventing their emigration from the profession.
Which scientific methods are employed?
The work is a theoretical examination that links psychological and organizational motivation theories with empirical studies and industry-specific findings from the geriatric care sector.
What topics are discussed in the main body?
The main body examines the specific challenges of care facilities, introduces fundamental motivation theories, and provides a detailed analysis of how leadership can use non-monetary instruments to enhance employee well-being.
Which keywords best characterize the work?
Key terms include employee motivation, geriatric care, leadership, job satisfaction, nursing staff, and personnel management.
How does demographic change impact geriatric care?
Demographic change leads to a shrinking workforce and an aging society, significantly increasing the demand for care services while simultaneously causing shortages of skilled nursing staff.
Why are feedback discussions considered vital for managers?
Feedback discussions allow managers to recognize grievances and job dissatisfaction early, help clarify misunderstandings, and show appreciation, which acts as a strong motivator for employees.
What is the role of intrinsic motivation in nursing?
Nursing is identified as a profession often chosen out of intrinsic motivation (e.g., the desire to help others); therefore, management must ensure this motivation is not eroded by poor working conditions.
- Quote paper
- Jessica Jess (Author), 2018, Employee motivation in the care of the elderly. How can long-term employee retention be achieved?, Munich, GRIN Verlag, https://www.grin.com/document/1222600
