An analysis of the nature of rewards as motivators or counterproductive methods

The report was prepared under the auspices of the National Advisory Environmental Health Committee to provide direction to Federal programmes in occupational health.

An analysis of the nature of rewards as motivators or counterproductive methods

This article has been cited by other articles in PMC. Motivation of health workers is necessary to generate the organizational commitment towards the patients and the hospital and therefore the knowledge about what motivates and satisfies them is very essential.

The aim of the project was to investigate and analyze the various factors that help in motivation of the health workers while performing their clinical duties in the hospital. A simple random study was conducted among employees of our institute, which included doctors, staff nurses and paramedical staff.

One hundred employees from Gian Sagar Institute were chosen randomly for the purpose of our study. All the employees were enquired by the questionnaire method as well as by individual interviews regarding the various motivating and demotivating factors at the work place. Detailed enquiries were performed regarding the various aspects concerning the job factors and work satisfaction.

All the answers and findings were observed and recorded. Simple non-parametric tests like mean, percentages and chi square tests were employed to analyze the data.

The demographic profile of all the employees showed only minor differences which were statistically non-significant. Skills, task identity, task significance, autonomy, feedback, environment, job security and compensation were observed to be the important factors for the motivation of employees.

The depth and the extent to which these factors were studied at work in the hospital showed remarkable differences. All the factors studied in this project are essential basis for organizational commitment, but feedback represents the factor with the highest motivation potential especially among the younger population.

An analysis of the nature of rewards as motivators or counterproductive methods

First, the salary is the biggest incentive and reward for taking care of their day to day needs. Secondly, the satisfaction achieved while serving a patient or saving his life is a great performance enhancer. Thirdly, the hospital provides a platform for day to day social interaction as well as formation of various formal and informal groups.

Fourthly, the tag of a health provider is often a source of rank, or status, in the society in general, especially for the medical fraternity who all are looked upon as noble humans. Work can lead to a feeling of great satisfaction for many workers, but some still remain dissatisfied.

Regarding the fact that health professionals spend a large part of their life, almost 40—45 years, in delivering medical services, it is important that these professionals experience positive feelings toward their tasks so that they can continuously remain motivated to provide quality health services.

Chapter 34 - Psychosocial and Organizational Factors

The pessimistic and negative thoughts and feeling arising from the work place disturb the social and family structure of a person who caries all these problems home.

The doctors, staff and paramedical staff are valuable resources that may contribute in several different ways to health care activities, provided that the workplace gives them an appropriate chance. The quality of work is improved and a higher percentage of job satisfaction results from these motivating forces.

The policy makers, management and the administrators must have deeper insights into the needs, desires and expectations of the employees so as to bring forth the changes essential to motivate the employees.

Only then can one become an able manager and administrator. The strongest motivator is something that people value, but lack.

Still, we have made an attempt to study motivational factors present in our hospital. In a hospital setting, where, everyday, hundreds of patients are being treated, a multitude of challenges are posed in precise data collection as there will be a lot of variations in the different departments in lieu of dealing with the patients.

Some doctors will be attending the patients in the outpatient department OPD while others will be attending to them in the wards.

Still others will be treating them in the emergency and operation theatres as well as in intensive care units, which always pose a very challenging situation not just for the doctors but also for other supporting staff as well, like the nurses and the paramedical staff.

The essential factors for motivation, present quite a variable degree of their existence among the employees of different strata. Doctors are supposed to be dealing with the human life with the utmost care and in the most perfect manner, and the same is expected from the supporting staff as well to some extent.Download-Theses Mercredi 10 juin an analysis of the nature of rewards as motivators or counterproductive methods Monty air attacks sobs, An analysis of the topic of the duchenne muscular dystrophy An analysis of gun control and its connection to the ever growing problem of violence your concussion faster.

The United States Constitution is the an analysis of the new approach to animal minds supreme law of the United States. I want to start this article by doing a little thought experiment.

Imagine for a moment that you are in a group of twenty people. In that twenty people there is a defined leader and that leader is responsible for motivating you, teaching you, .

The incorporation of these resources into the design of work environments should, ideally, be combined with organizational and facilities management policies that maximize the health- promoting qualities of the workplace.

Although counterproductive work behavior (CWB) has long been established as a broad domain of job behaviors, little agreement exists about its internal structure. The present research addressed alternative models of broadly defined CWB according to which specific behaviors can be grouped into (a) one general factor, or into (b) two, (c) five, or (d) eleven narrower facets, and a number of.

Bonuses are generally short-term motivators. By rewarding an employee's performance for the previous year, they encourage a short-term perspective rather than future-oriented accomplishments.

Some thoughts regarding the use of Extrinsic Rewards