Major Demotivational Factors at the Kaluyu Memorial Hospital
Research indicates that 48 percent of employees in the world do not like their current jobs. The statistics is true in the case of the Kaluyu Memorial Hospital as the employees are uninspired, disengaged, and stressed out with their work. The case study shows that there are a number of demotivational factors at the hospital. First, micromanagement is a major demotivational factor to the employees of the hospital. The micromanagement saps the life out of the employees and also creates apathy in the workplace (Jaiswal, Singhal, Gadpayle, Sachdeva, & Padaria, 2014). Consistent micromanagement by the senior people in the organization is usually an indication of a lack of trust in the employee’s judgment or work thus can significantly trigger disengagement. The micromanagement can be seen in terms of the tensions that exist between the nurses and the doctors at the hospital as well as in the demeanor of the employees. The employees display fear of senior management as they are not comfortable around the senior people in the organization. The micromanagement is also shown as the departmental visits revealed that nurses and employees tend to dominate the other employees in similar positions.
The other factor is the job insecurity at the hospital. The job insecurity arises due to the fact that the financial statements of the Kaluyu Hospital indicate that the expenses of the hospital are higher than that of the industry, and the hospital has been making losses for many years. The assumption is that the employees are aware of the financial situation of the hospital. The awareness of the dire financial situation of the company can bring about fears of the security of the jobs as the hospital can institute programs aimed at cutting down the costs (Dieleman, & Kleinau, 2017). The uncertainties created by the dire financial situation can lead to the exit of the highly skilled personnel of the company. When the employees believe that they are in a sinking ship, they will only do the bare minimum while spending the rest of their day and energy in planning their next career moves, rumors, as well as updating their resumes.
The other demotivating factor at the hospital is the lack of recourse for performances. Employees go to work each day so that they are recognized and rewarded for workplace contributions. However, when the employees feel that the strong performers get a similar treatment as the mediocre employees, there will be a significant amount of demotivation in the workplace. The lack of recognition and rewards can be explained through the high rates of absenteeism as well as the doctors taking credit for the work that has been done by the nurses.
Finally, the other demotivating factor is the lack of communication in the workplace. The employees have cohorts that they are comfortable with and do not communicate with the other levels of staff (Dieleman, & Kleinau, 2017). Furthermore, during meetings and conferences, the employees do not speak about any concerns that they may have. The assumption is that the employees of the hospital are not aware of the communication channels that they can use to voice their concerns.
The Level of Impact of the Demotivational Factors on Service and Business
The micromanagement of the staff can lead to a lack of cooperation and teamwork, especially between the nurses and the doctors that can significantly impact the safety of the various procedures at the hospital. The impact can be severe, especially in the cases where the safety breach in the hospital leads to the death of a patient. Secondly, the job insecurity in the workplace can also have both service and business impacts (Dieleman, & Kleinau, 2017). On the business, the job insecurity can lead to an increase in the costs of operating the hospital, especially if the organization has to hire new employees due to the exit of the old staff. Secondly, the exit of highly talented and skilled individuals will have a number of impacts on the services at the hospital may have staff shortages that significantly impact service delivery.
Further, the lack of communication and lack of rewards and recognition can also lead employees to only do the bare minimum to ensure that they receive their pay, while spending the rest of their day and energy in planning their next career moves, rumors as well as updating their resumes (Dieleman, & Kleinau, 2017). The adoption of such attitudes by the employees can lead to poor client service as well as the waste of the precious resources of the company.
Model of Motivation Applicable To the Kaluyu Memorial Hospital
At the Kaluyu Memorial Hospital, the main challenge faced is demotivation thus the most applicable motivation model is the Herzberg’s model (also known as the two-factor theory). The model argues that there are two factors that can help in adjusting workplace motivation. The two factors in the theory include hygiene factors and motivating factors (Somense & Duran, 2014). Hygiene are those factors outside the job such as the relationship between peers and supervisors, supervision, the company policy. On the other hand, motivators are factors within the job, such as achievement, responsibility, growth, advancement, and recognition, among others. The theory is applicable to the Kaluyu Memorial Hospital as it focuses on the factors that can lead to demotivation, such as the workplace situation (no breastfeeding rooms), relationships, as well as the work conditions. The theory also covers the other elements that are needed for motivation that is lacking, for instance, recognition, advancement, and responsibility, among others.
Communication System to Help Improve the Situation
Communication can play an important role in motivating staff. The communication system that needs to be adopted at the Kaluyu Hospital includes the use of communication-oriented meetings where the employees are given the opportunity to voice their concerns, opinions. Communication can be done by using the open floor question and answer sessions. Secondly, the senior management of the hospital, as well as supervisors, should ask their subordinates questions. This can be used to ensure that the communication that is delivered is understood in the right way and any challenges are addressed (Daneshkohan, Zarei, Mansouri, Maajani, Ghasemi, & Rezaeian, 2014). Thirdly, the challenges can be overcome by showing genuine concern for the frustrations of the staff and offering solutions to such challenges. Further, communication should be kept positive. The employees should be rewards and offered opportunities when they improve rather than scolding or threatening them when their performance is poor. The system of open communication will help in building teamwork thus helping to resolve any trust issues that may exist between the management and the employees of the hospital. With restored trust, the various demotivating factors would be prevented thus better staff motivation.
- Quote paper
- Anonymous, 2019, The motivation level of employees at Kaluyu Memorial Hospital, Munich, GRIN Verlag, https://www.grin.com/document/498861