Motivating the workforce: beyond the ‘two-factor' model

2019 ◽  
Vol 43 (1) ◽  
pp. 98 ◽  
Author(s):  
Elizabeth Ann Shannon
Keyword(s):  
Human Services ◽  
Factor Model ◽  
Employee Motivation ◽  
The Body ◽  
Health And Human Services ◽  
Staff Motivation ◽  
Emotional Factors ◽  
Individual Outcomes ◽  
The Individual ◽  
High Degree

Objective The aim of the present study was to understand the factors motivating health and human services professionals in the workplace, thus adding to the body of knowledge associated with employee motivation. Methods Brainstorming research was performed on frontline and emerging managers in Tasmanian public sector organisations. Coding categories were inductively developed from the data, then deductively analysed using Herzberg’s two-factor model. Results Communication was the most significant factor affecting staff motivation. When described as ‘good’, it was open, honest, appropriate and timely. Emotional factors, including a sense of being respected and valued, were also highly regarded. Material resources, such as budgets, staffing and physical amenities, were the third most cited factor affecting workforce motivation. Conclusions Contrary to most previous research, the present study found that some factors – like communication or resources – could be a source of satisfaction and dissatisfaction, depending on whether they supported the individual and the team. The research method chosen in the present study differed from most using the two-factor model in that it did not use closed survey questions. The breadth of these results reflects the ability to provide a more nuanced response. What is known about the topic? Professionals working in health and human services have a high degree of authority and autonomy. Increasing staff motivation has the potential to positively influence organisational and individual outcomes. What does this paper add? This paper provides greater insight into factors increasing staff motivation. It also suggests methodological improvements for studies using the two-factor model. What are the implications for practitioners? The insights into staff motivation may be used by employers to improve outcomes and increase workforce satisfaction.

Some Remarks on the Treatment of General Paralysis by Diathermy

1933 ◽  
Vol 79 (324) ◽  
pp. 89-93 ◽  
Author(s):  
Norman B. Graham
Keyword(s):  
Body Temperature ◽  
Human Subject ◽  
The Body ◽  
Effective Agent ◽  
Experimental Animals ◽  
General Paralysis ◽  
The Individual ◽  
High Degree

Acting on the theory that hyperpyrexia is the effective agent in the treatment of general paralysis by malaria, Neymann and Osborne (1) experimented on dogs to see whether, by means of diathermy, sufficient heat could be generated to raise the temperature of the experimental animals to a high degree without injurious results.This being found practicable, they devised a method of applying diathermy to the human subject, with the same purpose in view.They found that they were able, by using a suitable set of electrodes, and by thorough insulation of the individual, to raise the body temperature to any height, and, moreover, to keep the temperature under definite control.

scholarly journals What is the Meaning of Health? Constitutional Implications of Defining “Medical Necessity” and “Essential Health Benefits” under the Affordable Care Act

2012 ◽  
Vol 38 (2-3) ◽  
pp. 445-470 ◽  
Author(s):  
B. Jessie Hill
Keyword(s):  
Affordable Care Act ◽  
Human Services ◽  
Health Benefits ◽  
Medical Necessity ◽  
Health And Human Services ◽  
Patient Protection ◽  
The Affordable Care Act ◽  
The Government ◽  
The Individual ◽  
Essential Health Benefits

When the government decides to assume a major role in providing and paying for healthcare, the government also has to decide exactly what constitutes appropriate, reasonable, or essential healthcare under its program. Congress, of course, recognized this necessity when it passed the Patient Protection and Affordable Care Act (ACA), and the statute itself provides authority to the Secretary of Health and Human Services (HHS) to determine the “essential health benefits” that must be covered under the ACA beginning in 2014, both by insurers offering plans within governmentally sponsored exchanges and on the individual and smallemployer markets outside the exchanges. In a decision that was hailed as both “politically astute” and problematic for the goals that the ACA itself was supposed to accomplish, HHS shunted off the task of defining the term “essential health benefits” to the individual states.

SOCIO-PSYCHOLOGICAL ASPECTS THE MOTIVATION PROCESS IN THE ORGANIZATION. MOTIVATION APPROACHES TOOLS TO STIMULATE STAFF

2019 ◽  
pp. 220-230
Author(s):  
Sonia Stefanova
Keyword(s):  
Employee Motivation ◽  
The Body ◽  
Psychological Aspects ◽  
Complex Nature ◽  
Theoretical Assumptions ◽  
Internal States ◽  
Values And Beliefs ◽  
Complex Relationships ◽  
The Individual ◽  
Motivational Approaches

The focus of this report is on the socio-psychological aspects of the motivation process within an organization, as well as on motivational approaches and tools for staff incentives. Because motivation deals with the questions "why" of behavior, it refers to the internal states of the body that lead to provocation, perseverance, energy provision, and direction of behavior. In this sense, first of all, in understanding the level of employee motivation, it is important to know the basic theoretical assumptions related to motivation and some aspects related to human behavior, as well as the values and beliefs that mediate behavior (i.e., the constructs that sit on the path between need and satisfaction). Knowledge of staff motivation helps the manager to navigate its complex nature, to trace the way and the reasons for its occurrence or absence, as well as to understand its strong points. Consideration of motivation, as a relatively distinct system, would allow to identify and relatively accurately evaluate its elements, to trace the relationships between them, and finally to learn the manager to recognize and manage the complex relationships between the overall behavior of the individual and his or her parts.

scholarly journals Developing positive leadership in health and human services

2013 ◽  
Vol 39 (2) ◽  
Author(s):  
Elizabeth A. Shannon ◽  
Pieter Van Dam
Keyword(s):  
Social Support ◽  
Leadership Development ◽  
Problem Solving ◽  
Self Efficacy ◽  
Human Services ◽  
Online Survey ◽  
The Body ◽  
Strong Increase ◽  
Health And Human Services ◽  
The Impact

Orientation: Measuring the target outcomes of leadership development programmes provides evidence for the effectiveness of these interventions and the validity of their theoretical underpinnings.Research purpose: The aim of this study was to determine whether staff from the Tasmanian Department of Health and Human Services (Australia) experienced increased levels of self-efficacy, social support within the workplace and positive affect, following participation in a leadership development programme.Research design, approach and method: Quantitative and qualitative methods were used, allowing for triangulation of results. The General Self-Efficacy Scale and the Berlin Social-Support Scale (perceived available support, instrumental) were applied in an online survey administered before and nine months following the programme. Participant satisfaction surveys captured immediate responses and semi-structured interviews captured longer-term reflections.Main findings: Descriptive statistics indicated a moderate overall increase in self-efficacy, with strong increases in resilience, dealing with opposition, resourcefulness and problem solving. There was some evidence of greater overall social support and a strong increase in the development of social support networks. There was no support for an increase in participants’ positive orientation towards their jobs in the quantitative data. The impact of adverse environmental factors on participants’ perceptions also became evident through the interviews.Practical implications: Leadership development programmes that strengthen positive psychological resources provide participants with confidence and resilience in times of change. Organisations benefit from increased levels of employee self-efficacy as engagement and problem-solving abilities are enhanced.Contribution/value-add: These results contribute to the body of knowledge associated with effective leadership development.

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