HOW to Keep YOUR Team MOTIVATED While Health Care Keeps Changing

Transcription

1 LAMP and the LAMP logo are trademarked and are the property of the Section on Health Policy & Administration (HPA) of the American Physical Therapy Association. These materials are copyrighted and made available for the personal use of LAMP participants. Reproduction and/or distribution are prohibited without the express written permission of HPA HOW to Keep YOUR Team MOTIVATED While Health Care Keeps Changing Jennifer Green-Wilson, PT, MBA, EdD Director, The Institute for Leadership in Physical Therapy Powered by HPA-LAMP

2 Change in Health Care will not go away. Please, put your blinders on for a moment Often, we view motivation as a mystery. 2

3 Employee Motivation: Advantages Positive motivation - philosophy & practice should improve productivity, quality, & service. Motivation helps individuals: Achieve goals Gain a positive perspective Create the power to change Build self-esteem and capability Manage their own development and help others with theirs. Motivation: Disadvantages 3

4 Motivation: Barriers Unaware or absent managers Inadequate buildings Outdated equipment Entrenched attitudes "We don't get paid extra to work harder." "We've always done it this way." "Our bosses don't have a clue what we really do." "It s not in my job description." Toxic cultures Motivation - Defined INTERNAL and EXTERNAL factors that stimulate t desire & energy in people to be continually interested in & committed to a job, role, or subject, and to exert persistent effort in attaining a goal. (businessdictionary.com) 4

5 Motivation Energizer of behavior & action. Conscious & unconscious factors: 1. Intensity of desire or need 2. Incentive or reward value of the goal 3. Expectations of individual and of his/her significant others. (businessdictionary.com) Extrinsic Motivation Comes from outside person. Examples: $$$ most obvious Coercion and threat of punishment Extrinsic rewards can lead to decrease in intrinsic motivation. 5

6 Bottom line: [Almost] Everyone works for money. Money pays the bills. Motivation & Money Money - Compensation, salary, bonuses, benefits or remuneration, Mistake to underplay importance of money & benefits as motivator Fair benefits and pay - foundational for successful company to recruit and retain committed workers. 6

7 Reward & Recognition 1001 Ways to Reward Employees - Bob Nelson Informal Rewards No-Cost Recognition Low Cost Rewards Recognition Activities Public Recognition/Social Rewards Cash Substitutes/Gift Certificates Formal Rewards Multi-Level l Reward Programs/Point Systems Contests Professional Development Advancement People may take a job for more money, but they often leave it for more recognition. ~Bob Nelson~ 7

8 Intrinsic Motivation Associated with HIGH achievement & enjoyment Intrinsically motivated if: Attribute results to internal factors that they can control (e.g. amount of effort they put in) Believe they can be effective in reaching desired goals (i.e. results are not determined by luck) Interested in mastering a task/job Engage in activity without obvious external incentives (i.e., hobby, love of a sport). Motivation - What Makes a Leader (Goleman) Passion to work for reasons that go beyond money or status Tendency to pursue goals with energy & persistence Characteristics: Strong drive to achievee Optimism, even in the face of failure Organizational commitment 8

9 What Motivates YOU? Reflection: What has motivated you and de-motivated you in the past? Differentiate between longer-term and short-term motivators. Find Out What Your People Find Out What Your People Want From Work 9

10 "The heart of motivation is to give people what they really want most from work. Turn Theories into ACTION 10

11 #1) Goal-Setting Theory Individuals have DRIVE to reach clearly defined end state. Often, end state is REWARD. Goal-setting effectiveness: 1. Proximity Ideal goal - time between initiation of behavior and end state is close. 2. Difficulty Goal should be moderate, not too hard or too easy. Many want a challenge; at same time, people want to feel there is a substantial ti probability bilit they will succeed. 3. Specificity Description of goal. Goal should be objectively defined, measurable, & understandable for individual. #2) Self-Control - Self-Motivation Expectancy theory : People decide whether to exert self control to pursue a particular goal. Expectancy theory is: About CHOICE. Explains processes an individual undergoes to make choices. Predicts: employees in organization will be motivated when they believe that: Putting in more effort will yield better job performance Better job performance will lead to organizational rewards, such as an increase in salary or benefits These predicted organizational rewards are VALUED by this employee. 11

12 #3) Two Factor Theory (also known as Herzberg's Motivation-Hygiene Theory) Certain factors in workplace cause job satisfaction. Separate set of factors cause dissatisfaction Job satisfaction & job dissatisfaction act independently of each other. #3) Two Factor Theory Motivators Challenging work, recognition, responsibility Give positive satisfaction, arising from intrinsic conditions of job itself, such as recognition, achievement, or personal growth Needed to motivate an employee to higher performance Hygiene Factors Status, job security, salary, and fringe benefits Company policies, supervisory practices, or wages/salary. Extrinsic to work itself Do not give positive satisfaction, although dissatisfaction results from their absence Hygiene factors are needed to ensure an employee is not dissatisfied. 12

13 Herzberg classified actions, HOW/WHY we do them Motivation - you perform a work related action because you WANT to. Movement - you perform a work related action because you HAVE to. Two Factor Theory: Application To increase job satisfaction management should focus on nature of work itself opportunities it presents for gaining status, assuming responsibility, and for achieving selfrealization. To reduce dissatisfaction,, management must focus on the job environment policies, procedures, supervision, and working conditions, salary. 13

14 #4) Need Achievement Theory (David McClelland) A person has need for 3 things: Differs in degrees to which various needs influence behavior: 1. Need for achievement 2. Need for power 3. Need for affiliation Intrinsic Motivation- Contemporary Theories Self-Motivation (Deci) 1. Autonomy 2. Competence 3. Relatedness DRIVE (Pink) 1. Autonomy 2. Mastery 3. Purpose 14

15 #5) Self-Determination Theory (Deci & Ryan) Importance of intrinsic motivation in driving human behavior. Natural tendency toward growth and development. SDT requires active encouragement from environment. Primary factors that encourage motivation & development: 1. Autonomy 2. Competence feedback 3. Relatedness An employee's motivation is a direct result of the sum of interactions with his or her manager. ~Bob Nelson~ 15

16 TRANSFORMATIONAL LEADERSHIP PEAK LEADERSHIP Chip Conley SUCCESSFUL LEADERSHIP TRANSACTIONAL LEADERSHIP (Management) 16

17 You get the best effort from others not by lighting a fire beneath them, but by building a fire within. ~Bob Nelson~ Place to Start: Motivate YOU Th 1 st l d i YOU The 1 st person you lead is YOU. ~Maxwell 17

18 Contact Information: Jennifer Green-Wilson, PT, MBA, EdD Director, The Institute for Leadership in Physical Therapy powered by HPA- LAMP (585)