Motivating the workforce: beyond the ‘two-factor’ model
Elizabeth Ann ShannonA Postgraduate Programs, School of Health Sciences, Private Bag 34, University of Tasmania, Hobart, Tas. 7001, Australia. Email: e.shannon@utas.edu.au
B Leadership and Management Development, Department of Health and Human Services, Human Resources Management and Strategy, GPO Box 125 Hobart, Tas. 7001, Australia. Email: elizabeth.shannon@dhhs.tas.gov.au
Australian Health Review 43(1) 98-102 https://doi.org/10.1071/AH16279
Submitted: 16 December 2016 Accepted: 8 July 2017 Published: 19 October 2017
Abstract
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.
Additional keywords: health care administration, performance management, workplace motivation.
References
[1] Braithwaite J, Skinner CA, Doery ML. A values-based health system. Med J Aust 2011; 194 259–62.[2] Fritzen SA. Strategic management of the health workforce in developing countries: what have we learned? Hum Resour Health 2007; 5 4
| Strategic management of the health workforce in developing countries: what have we learned?Crossref | GoogleScholarGoogle Scholar |
[3] Locke EA, Latham GP. What should we do about motivation theory? Six recommendations for the twenty-first century. Acad Manage Rev 2004; 29 388–403.
[4] Herzberg F. One more time: how do you motivate employees? Harv Bus Rev 2003; 81 87–96.
[5] McClelland DC. Human Motives. New York: Cambridge University Press; 1987.
[6] Ramlall S. A review of employee motivation theories and their implications for employee retention within organizations. J Am Acad Bus Camb 2004; 5 52–63.
[7] Dysvik A, Kuvaas B. Intrinsic and extrinsic motivation as predictors of work effort: the moderating role of achievement goals. Br J Soc Psychol 2013; 52 412–30.
| Intrinsic and extrinsic motivation as predictors of work effort: the moderating role of achievement goals.Crossref | GoogleScholarGoogle Scholar |
[8] Yoon HJ, Sung SY, Choi JN. Mechanisms underlying creative performance: employee perceptions of intrinsic and extrinsic rewards for creativity. Soc Behav Pers 2015; 43 1161–79.
| Mechanisms underlying creative performance: employee perceptions of intrinsic and extrinsic rewards for creativity.Crossref | GoogleScholarGoogle Scholar |
[9] Nantha YS. Intrinsic motivation: how can it play a pivotal role in changing clinician behaviour? J Health Organ Manag 2013; 27 266–72.
| Intrinsic motivation: how can it play a pivotal role in changing clinician behaviour?Crossref | GoogleScholarGoogle Scholar |
[10] Herzer KR, Pronovost PJ. Physician motivation: listening to what pay-for-performance programs and quality improvement collaboratives are telling us. Jt Comm J Qual Patient Saf 2015; 41 522–8.
| Physician motivation: listening to what pay-for-performance programs and quality improvement collaboratives are telling us.Crossref | GoogleScholarGoogle Scholar |
[11] Moody RC, Pesut DJ. The motivation to care: application and extension of motivation theory to professional nursing work. J Health Organ Manag 2006; 20 15–48.
| The motivation to care: application and extension of motivation theory to professional nursing work.Crossref | GoogleScholarGoogle Scholar |
[12] Donoso LMB, Demerouti E, Hernáández EG, Moreno-Jiménez B, Cobo IC. Positive benefits of caring on nurses’ motivation and well-being: a diary study about the role of emotional regulation abilities at work. Int J Nurs Stud 2015; 52 804–16.
| Positive benefits of caring on nurses’ motivation and well-being: a diary study about the role of emotional regulation abilities at work.Crossref | GoogleScholarGoogle Scholar |
[13] Wilson NA. Factors that affect job satisfaction and intention to leave of allied health professionals in a metropolitan hospital. Aust Health Rev 2015; 39 290–4.
| Factors that affect job satisfaction and intention to leave of allied health professionals in a metropolitan hospital.Crossref | GoogleScholarGoogle Scholar |
[14] Campbell N, McAllister L, Eley D. The influence of motivation in recruitment and retention of rural and remote allied health professionals: a literature review. Rural Remote Health 2012; 12 1900 http://www.rrh.org.au/publishedarticles/article_print_1900.pdf
| 1:STN:280:DC%2BC38fktVOhsw%3D%3D&md5=b718482ab5a7b2d6535bca174357de86CAS |
[15] Shannon EA, Burchill TA. ‘Shaping our workforce’: a Tasmanian development program. Aust Health Rev 2013; 37 131–3.
| ‘Shaping our workforce’: a Tasmanian development program.Crossref | GoogleScholarGoogle Scholar |
[16] HealthWorkforce Australia. Health LEADS Australia: The Australian health leadership work. Adelaide SA: Health Workforce Australia; 2013.
[17] Isaksen SG, Gaulin JP. A reexamination of brainstorming research: implications for research and practice. Gift Child Q 2005; 49 315–29.
| A reexamination of brainstorming research: implications for research and practice.Crossref | GoogleScholarGoogle Scholar |
[18] Hsieh H-F, Shannon SE. Three approaches to qualitative content analysis. Qual Health Res 2005; 15 1277–88.
| Three approaches to qualitative content analysis.Crossref | GoogleScholarGoogle Scholar |
[19] Vaismoradi M, Turunen H, Bondas T. Content analysis and thematic analysis: implications for conducting a qualitative descriptive study. Nurs Health Sci 2013; 15 398–405.
| Content analysis and thematic analysis: implications for conducting a qualitative descriptive study.Crossref | GoogleScholarGoogle Scholar |
[20] Kaptein R. Using wordclouds to navigate and summarize Twitter search results. In: Wilson ML, Russell-Rose T, Larsen B, Kalbach J, editors. Proceedings of the 2nd European Workshop on Human-Computer Interaction and Information Retrieval, EuroHCIR2012, 24–25 August 2012, Nijmegen, The Netherlands. Aachen: CEUR-WS.org; 2012. Available at: http://ceur-ws.org/Vol-909/poster9.pdf [verified 6 March 2017].
[21] Bassett-Jones N, Lloyd GC. Does Herzberg’s motivation theory have staying power? J Manage Dev 2005; 24 929–43.
| Does Herzberg’s motivation theory have staying power?Crossref | GoogleScholarGoogle Scholar |
[22] Ambrose ML, Kulik CT. Old friends, new faces: motivation research in the 1990s. J Manage 1999; 25 231–92.
| Old friends, new faces: motivation research in the 1990s.Crossref | GoogleScholarGoogle Scholar |
