Textbook - Chapter 3

Managers who understand employees' job-related needs experience a higher level of what?

Motivated behavior from their employees.

As noted, __?__ employees are fully engaged in their work and contribute at a much higher level than their counterparts who see their work as simply a job.

Motivated.

Most managers draw upon a combination of needs, extrinsic factors, intrinsic factors, and management issues in an effort to help motivate employees. This combination helps employees meet what?

Their own personal needs and goals, and ultimately to engage employees in and to achieve effectiveness and balance within the organization.

McGregor's Theory X and Y.

Theory.

Ouchi's Theory Z.

Theory.

Intrinsic rewards, coupled with extrinsic ones, lead to what?

High personal satisfaction and serve as motivators for most employees.

In 1943, psychologist Clark Hull published his now famous drive theory. Hull believed all behaviors to be connected to what four primary drives?

Hunger, thirst, sex, and the avoidance of pain; according to this view, all drives provide the energy for behavior.

__?__ as a managing factor includes those organizational core competencies that stem from the organization's mission and vision statements.

Competence.

What are five types of intrinsic rewards?

1. Healthy relationships 2. Meaningful work 3. Competence 4. Choice 5. Progress

What are two forms of rewards?

1. Intrinsic/internal 2. Extrinsic/external

Utilizing the generational differences to work for the common good of the organization is key, while recognizing __?__ in generations is also important.

Differences.

In most cases, motivation comes from some need that leads to behavior, which results in what?

Some type of reward when the need is fulfilled.

What does the work of generational researchers suggest?

- That managers need to question their own biases and assumptions and stop stereotyping about other generations. - That it is important to look at the differences between different age groups as learning and mentoring opportunities.

What is a generation?

"Group of individuals born and living contemporaneously who have common knowledge and experiences that affect their thoughts, attitudes, values, beliefs and behaviors"

What is the definition of a "motive"?

"something (a need or desire) that causes a person to act."

What is the definition of "motivation"?

"the act of process of motivating."

What is the definition of "motivate"?

"to provide with a motive."

The AHA identified a total of 17 must-do strategies and core organizational competencies to help leaders achieve The Triple Aim of health care. Of the 17 items, what six were identified to support building a strong organizational intergenerational workforce?

1. Align hospitals, physicians, and other providers across the continuum of care. 2. Instruct and engage employees and physicians to produce leaders. 3. Create and employ patient-centered, integrated care. 4. Initiate accountable governance and leadership. 5. Encourage internal and external collaboration. 6. Engage employees' full potential.

Meeting the needs and achieving the goals of both the employer and the employee are often difficult for managers in all types of organizations. In health care, however, this is often more difficult for what two reasons?

1. As a result of the complexity of health care organizations. 2. As a function of the wide array of employees who are employed by or work collaboratively with health care providers in delivering and paying for care.

Along with the motivational strategies listed earlier in this chapter, in consideration of managing the gap and managing across generations, managers can institute what nine universal strategies?

1. Before implementing new workplace strategies, review where you are and plan where you want to go. 2. Obtain regular feedback and demonstrate the ability to act on suggestions. 3. Encourage communication, understanding, and respect for differences. 4. Tailor your workplace strategies and avoid the temptation to use a one-size-fits-all management model. 5. Focus on results, rather than process. 6. Understand what it means to have engaged employees and strive for this goal. 7. Encourage formal mentorship programs within the organization. 8. Learn to recognize when someone may need extra support. 9. Regularly give praise, say thanks, and celebrate when an employee or team gets it right.

Cornerstone OnDemand reported, "recent research and practical in-the-field experience demonstrates that healthcare organizations can create the most profound improvements in patient care and satisfaction levels simply by improving employee engagement". In particular, such engagement results in what four things?

1. Better quality; 2. Increased patient safety; 3. Higher patient satisfaction; and, 4. Stronger organization financial performance.

According to the AHA, a competitive advantage amongst health care leaders involves creating a culture that supports and fosters intergenerational teams using what three intergenerational management strategies?

1. Create a strong generational foundation; 2. Institute effective generational management practices; and, 3. Develop generational competence.

Gallup studies also show that engaged health care employees have what five characteristics?

1. Loyal to the organization; 2. Willing to put forth discretionary effort; 3. Willing to trust and cooperate with others; 4. Willing to work through challenges; and, 5. Willing to speak out about problems and offer constructive suggestions for improvements

A 2013 study by Ernst & Young surveyed 1,215 professionals evenly divided across three generations—Baby Boomers, Generation X, and Generation Y (Millennials)—to assess perceptions on a variety of topics. Some key findings include:

1. Many Gen Y members (87%) had moved into management roles during 2008 and 2013, while most of the Gen Xers and Boomers had been in these roles prior to that time. 2. Boomers were seen as being more cost-effective than Gen Xers and more than twice as cost-effective as members of Gen Y: 78% vs. 59% vs. 34%. 3. Both Boomers and Gen Yers were viewed as being difficult to work with, while Gen Xers were less so, but these numbers were smaller: 29% vs. 16% vs. 36%. 4. Of the respondents, 73% saw Boomers as hardworking as compared to 69% of Gen Xers, but only 39% of Millennials. 5. Millennials and Gen Xers were far more tech savvy than Boomers: 85%, 77%, and 27%, respectively. 6. Not surprisingly, a similar finding showed these same groups as being social media opportunists as compared to Boomers. 7. While there were differences across the groups, the majority saw all generations as problem solvers and collaborators.

Recommended strategies for organizations to create high-performing teams that are able to evolve alongside the demands of our ever-changing health care system include what three strategies?

1. Perform an intergenerational evaluation to ascertain the organization's workforce profile and create a comprehensive plan; 2. Employ targeted recruitment, segmented retention, and succession planning strategies; and 3. Develop customized communication strategies designed to foster generational understanding and sensitivity These recommendations are a starting point, but it takes extensive consideration of timely and appropriate strategies to move beyond the generational gaps and tensions in the workplace.

Towers Watson's definition of employee engagement encompasses what three dimensions?

1. Rational - How well employees understand their roles and responsibilities 2. Emotional - How much passion they bring to their work and their organization. 3. Motivational - How willing they are to invest discretionary effort to perform their roles well.

Mangers are continually challenged to motivate a workforce to do what two things?

1. The first is to motivate employees to work toward helping the organization achieve its goals. 2. The second is to motivate employees to work toward achieving their own personal goals.

Research into human behavior started being recognized in the workplace in the __?__. Researchers recognized people were motivated by several types of varying needs, not only in the workplace but also in their personal lives, and have studied human motivation from these various perspectives, particularly focusing on motivation being a function of what four areas?

1940s; (1) employee needs of various types, (2) extrinsic factors, (3) intrinsic factors, or (4) management issues.

More than __?__percent of employers are experiencing tension between employees from different generations. The survey found that more than 70 percent of older employees are dismissive of younger workers' abilities, and nearly 50 percent of younger employees are dismissive of their older colleagues' abilities.

60.

With our current workforce being comprised of five generations, managers must deal with what?

A multi-faceted workforce and learn how to manage across generations. A one-size-fits all management approach will not produce desired organizational outcomes.

"Celebrate." What can this strategy be used for?

A strategy for managers to use in seeking to help motivate and engage individuals. Baldoni suggests using celebration to communicate the importance of completed projects or progress made.

"Reward employees in ways that enhance performance and motivate them and tailor those rewards." What can this strategy be used for?

A strategy for managers to use in seeking to help motivate and engage individuals. Don't waste money on traditional types of recognition. "Far more powerful is your commitment to recognizing and acknowledging contributions so that employees feel appreciated and valued". Atchison steers managers away from standard types of rewards, such as giving the obligatory Thanksgiving turkey—unless the employees look forward to those turkeys. Instead, he recommends finding more creative ways to spend the organization's money and reward employees.

"Communicate and address the big picture." What can this strategy be used for?

A strategy for managers to use in seeking to help motivate and engage individuals. Employees are more engaged when their bosses communicate regularly, keep them apprised of what is happening, and what the collective purpose is of the organization. They also need to understand how what they are tasked with fits into the larger picture of the organization and what the overall purpose is for their work, as well as society as a whole (Kanter, 2013). The latter is particularly true in health care, where Herzer and Pronovost suggest "inspiring a collective purpose and vision" is an important motivator for physicians. Sharing context and relevance is also the case for other health care professions in both direct care and non-direct care settings.

"Do unto others as you would have done unto you." What can this strategy be used for?

A strategy for managers to use in seeking to help motivate and engage individuals. Everyone wants to be treated well at work, and this makes it important for managers to respect the employees they work with.

"Focus on collaboration instead of competition." What can this strategy be used for?

A strategy for managers to use in seeking to help motivate and engage individuals. Health care is a team sport, where patient care is frequently provided by an array of employees. This is true of physicians collaborating with others to be patient-centered and work to enhance the quality of care. Allowing physicians and others to experiment with new ways of doing things can lead to important innovations.

"Reward the desired behavior." What can this strategy be used for?

A strategy for managers to use in seeking to help motivate and engage individuals. Make sure that rewards are not given for undesirable behaviors and be sure to use many different types of rewards to achieve the desired outcomes. Do something special to recognize desired behavior; examples suggested by Studer include sending a written thank you note to an employee's home or using a "WOW card." The latter is a simple card that can be filled out and sent to an employee, explaining that "Today you 'WOWed' me when you _____________________." Fill in the blank with an explanation of what that special something was.

"Expect the best." What can this strategy be used for?

A strategy for managers to use in seeking to help motivate and engage individuals. People live up to the expectations they and others have of them. As the famous saying goes, "Whether you think you can or you think you can't, you're right!"

"Focus on revitalizing employees." What can this strategy be used for?

A strategy for managers to use in seeking to help motivate and engage individuals. Research shows that, when employees are working on overloaded circuits, motivation is diminished and productivity declines. This is particularly true in health care organizations. Hallowell suggests managers can help to motivate employees by encouraging them to eat right, exercise regularly, take "real" vacations, get organized, and slow down.

"Acknowledge the importance of work-life balance and employee well-being." What can this strategy be used for?

A strategy for managers to use in seeking to help motivate and engage individuals. Several studies, particularly those pertaining to younger generations, point out the importance of promoting well-being. A study of health care employees by Shuck and Reio states "high engagement group employees demonstrated higher psychological well-being and personal accomplishment, whereas low engagement group employees exhibited higher emotional exhaustion and depersonalization". Several other studies focus on balancing life at work with leisure activities. As managers, it is important to recognize this for all employees and respect their needs regarding leisure and other activities outside of work. These approaches reflect specific actions to what Guaspari advocates for to actually create a workplace where employees are engaged. See

"Give employees "three compliments for every criticism." What can this strategy be used for?

A strategy for managers to use in seeking to help motivate and engage individuals. Studer states: I thought I heard that compliments and criticism were supposed to be balanced. But the truth is, if you give a staff member one compliment and one criticism, it equals a negative relationship. If you give a staff member two compliments to one criticism, it will equal a neutral relationship. If you give a staff three compliments to one criticism, it will equal a positive relationship.

"Find creative ways to obtain information and recognize excellence in employees." What can this strategy be used for?

A strategy for managers to use in seeking to help motivate and engage individuals. Studer suggests asking for feedback on service excellence when doing patient satisfaction surveys and discharge phone calls. With data and information from these sources, recognition can be provided to individual employees, thereby motivating them to continue providing excellent customer service. This also communicates to the entire organization the importance of and commitment to a patient-centered and service-oriented culture.

"Create a "FUN (Focused, Unpredictable, and Novel) approach."" What can this strategy be used for?

A strategy for managers to use in seeking to help motivate and engage individuals. Suggests using money for a variety of creative employee rewards, such as giving $50 gift certificates to a shopping center in recognition of employees exceeding expected patient outcomes.

"Get subordinates to take responsibility for their own motivation." What can this strategy be used for?

A strategy for managers to use in seeking to help motivate and engage individuals. This can be achieved by managers taking steps to deal with problem employees, to understand employees' needs, to determine what motivates their employees, to engage employees in the problem-solving process, and to really work hard at resolving, rather than ignoring, difficult employee problems

"Play to employees' strengths, promote high performance, and focus on how they learn." What can this strategy be used for?

A strategy for managers to use in seeking to help motivate and engage individuals. This requires managers to know what their employees' strengths and weaknesses are, to find out what will be required to get specific employees to perform, and to understand how to capitalize on the ways those employees learn as an alternative method of encouraging and motivating them.

"There is one kind of employee satisfaction." What is this statement an example of?

An example of manager's misconception about motivation. Atchison discusses the pros and cons of "egocentric and other-centered satisfaction" and suggests that in the short run, employees respond to specific rewards that they receive personally, but in the longer run, they respond to quality performance of the team and the organization. Thus, they migrate from being self-centered to being other-centered in terms of job satisfaction—from a "me" to a "we" mentality.

"People are motivated by money." What is this statement an example of?

An example of manager's misconception about motivation. Compensation motivates only to a point; that is, when compensation isn't high enough or is considered to be inequitable, it's a de-motivator. In contrast, when it is too high, it also seems to be a de-motivator, what Atchison (2003) calls the "golden handcuffs," and results in individual performance being tempered to protect the higher compensation level. Santamour (2009) states, "Eighty-nine percent of managers believe that for their employees it is all about the money, but there is no research to support that" (p. 10). Chamorro-Premuzic (2013) reviewed numerous research studies that linked pay and motivation and concluded "if we want an engaged workforce, money is clearly not the answer . . . . money does not buy engagement" (p. 2). The bottom line from Atchison's (2003) perspective is that "as soon as money is predictable, it is an entitlement, not a motivator" (p. 21).

"Some people just are not motivated." What is this statement an example of?

An example of manager's misconception about motivation. Everyone is motivated by something; the problem for managers is that "that something" may not be directed toward the job. This creates challenges for managers who must try to redirect the employees' energies toward job-related behaviors.

"All motivation is intrinsic." What is this statement an example of?

An example of manager's misconception about motivation. Managers need to remember that typically a combination of factors motivates employees, not just one type of extrinsic or intrinsic reward.

"Motivation is manipulation." What is this statement an example of?

An example of manager's misconception about motivation. Manipulation carries negative implications; in contrast, motivation is positive and benefits both management and the employee.

"One-size-fits-all reward and recognition programs motivate staff." What is this statement an example of?

An example of manager's misconception about motivation. People, being people, are different, act in different ways, and are motivated by different things. Tailoring rewards and recognition is viewed as a way to focus on and understand the individual and his/her unique qualities.

"Motivation and engagement at work only relate to what happens at work." What is this statement an example of?

An example of manager's misconception about motivation. Several authors have suggested employers need to take a more holistic approach to understanding their employees. Doing this requires taking a broader view, asking questions about, and developing an understanding of employees' lives inside and outside the work environment.

"Motivational people are born, not made." What is this statement an example of?

An example of manager's misconception about motivation. Studies show that people aren't born to motivate. In fact, Manion (2005) states, "anyone can become an effective motivator. It simply takes an understanding of the theories and basic principles" (p. 284), as well as the desire to develop these skills.

"Although I'm not motivated by extrinsic rewards, others are." What is this statement an example of?

An example of manager's misconception about motivation. This idea is discussed by Morse (2003) in his review of Chip Heath's study of intrinsic and extrinsic rewards. The conclusion is that an "extrinsic incentive bias" exists and is, in fact, widespread among managers and employees. That is, individuals assume others are driven more by extrinsic rewards than intrinsic ones. Some studies have shown this to be a false assumption. Research suggests, however, employee views about extrinsic rewards do differ across generations, with Baby Boomers ranking extrinsic rewards less highly than Gen Xers and Millennials.

What do extrinsic rewards pertain to those reinforcements that are given by who?

Another person.

In 1890, empirical psychologist William James identified what?

Aspects of motivation and its relationship with intrinsically motivated behavior.

Encouraging employees to reach their optimal productivity while retaining valued employees during a workforce shortage will continue to be where?

At the forefront of organizational strategic plans.

Approximately 2,500 years ago, __?__ rose to unparalleled political and economic power and allowed the citizenry to become active in civic governance. Through an engaged and participative citizenry, the __?__ people helped produce the first great Greek empire, which allowed for better commerce and trade; increased wealth of its citizens; and a culture that spawned historically known philosophers, artists, and academics. To achieve this type of success, organizations must recognize the full power of their employees and motivate them to reach for the common good of the organization

Athens; Athenian.

Social trends over the last several decades have been dominated by the values, preferences, and experiences of the __?__ __?__ generation, which includes those born between 1946 and 1964.

Baby Boomer.

A motivated and engaged workforce experiences what?

Better outcomes and provides an organization with a competitive edge to successfully compete and be viewed as a dominant force in the market.

Health care organizations face many pressures externally and internally. These pressures can lead to employees feeling what way?

Burned out, frustrated, and overworked. As health care employees are continually being asked to increase their responsibilities with fewer resources, managers must create a work environment in which employees are engaged, happy at their job, inspired, and motivated.

What are some examples of incentives given by a manager?

Changing job descriptions, rearranging work schedules, improving working conditions, reconfiguring teams, and a host of other activities.

Each generation has unique __?__ and __?__ and is motivated in different ways.

Characteristics; expectations.

The issues of accurately measuring engagement have become front and center for employers. Backlash takes different forms, including what concerns?

Concerns with companies' abilities to define "fuzzy" concepts (like engagement), to separate the concept from other ideas (such as job satisfaction and commitment), to measure accurately, and/or to link engagement to performance, and has suggested that change is needed

Managers must also consider __?__ __?__ inherent to each employee such as where people are born or where they live.

Cultural factors. Additionally, these generations are also more diverse on many other factors, including politics, religion, gender, race, ethnicity, educational level, environment, disability, and socioeconomic status, all of which managers must be cognizant of and make efforts to understand as they develop their cultural competence.

We know with certainty each generation sets similar expectations from their jobs, such as work-life balance, a good salary with benefits, flexible work hours, and interesting work. It is the micro-details of each of these aspects of work that need to be what?

Designed differently for each generation in order to be effective and meaningful.

Motivation of employees is a __?__ __?__.

Developed skill.

An evidence-based approach will be used to assess organizational, team, and individual performance in an effort to better understand the relationships between motivation and engagement with rewards, as well as to address all types of business problems such as what?

Employee retention, turnover, fraud, customer satisfaction, absenteeism, patient safety, etc.

While incentives may have an impact on an employee's level of motivation and willingness to act, when all is said and done, it is the __?__ decision to take action or not.

Employee's.

Meeting the needs and achieving the goals of both the __?__ and the __?__ are often difficult for managers in all types of organizations.

Employer; employee.

Managers need to draw upon different strategies in order to do what?

Engage different types of workers, such as Baby Boomers, Millennials, women, etc.

In order to be motivated, employees must be __?__ —and in order to be __?__, they must be motivated.

Engaged; engaged.

Managers play important roles in what process?

Engagement process, particularly with respect to providing recognition.

Health care managers need to embrace the challenges, opportunities, and new strategies when managing an intergenerational labor force. This will require managers to do what?

Evaluate their current management styles, especially when considering actively engaging and motivating a labor force across multiple generations.

What should be understood regarding the way in which all behavior is needs oriented?

Even irrational behavior stems from a motivator of some sort. Once a need is satisfied, its impact as a motivator lessens. This basic foundational understanding of motivation is essential to successful motivation and management of employees.

What are some examples of generational signposts?

Examples of these include questions like "Where were you the day Kennedy was shot?" or "Where were you when the Challenger blew up?" or "Where were you when the Twin Towers went down?" As Patel points out, Gen Zers "were still kids during the Great Recession, which means they have seen their parents take huge financial hits. A significant portion of their lives may have been defined by struggles related to that."

Managers typically take into account most of the aspects upon which these theories focus. What characteristics are considered in the process of motivating employees?

Expectations, goal setting, performance, feedback, equity, satisfaction, commitment, and other characteristics.

__?__ rewards are all tangible.

Extrinsic.

Motivation for employees results from a combination of incentives that take the form of __?__ and __?__ rewards.

Extrinsic; intrinsic.

The Baby Boomers are only one of __?__ generations that comprise today's labor force.

Five.

What is an example of misconceptions that managers have about motivation?

For example, research indicates managers typically make incorrect assumptions about what motivates their employees. Morse states "managers are not as good at judging employee motivation as they think they are. In fact, people from all walks of life seem to consistently misunderstand what drives employee motivation".

One consideration is that our workforce is experiencing history in the making as it now accommodates __?__ __?__ members, who are now entering the workforce in various positions such as entry level manager positions, making five generations working alongside each other in the workplace.

Generation Z.

Different standards of motivation are required for each __?__.

Generation.

Each person holds experiences that shape their lives, form their belief system and values, and contribute to their decision-making processes. Referred to as a __?__ __?__, each generation has experienced events or cultural phenomena specific to that generation.

Generational signpost.

What are some extrinsic rewards for a health care organization?

Giving bonuses to teams of workers when quality and patient satisfaction are demonstrates to be exceptional.

Employees who are motivated feel invested in the organization are...

Happier, work harder, are more productive, and typically stay longer with an organization.

Adam's Equity Theory.

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Alderfer's ERG Theory.

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Baby Boomers.

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Generation X.

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Generation Y.

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Generation Z.

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Herzberg's Two-Factor Theory.

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Locke's Goal Setting Theory.

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Maslow's Hierarchy of Needs.

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McClelland's Acquired Needs Theory.

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Scientific Management Theory.

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Skinner's Reinforcement Theory.

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Traditionalist.

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Vroom's Expectancy Theory.

Image.

Managers can __?__ their success rate by providing extrinsic rewards that will help their employees to be intrinsically motivated to become top performers.

Improve.

In order for health care organizations to be successful in the future, the workplace needs to be what?

In order for health care organizations to be successful in the future, the workplace needs to be one of coexistence of all generations, even when their workplace characteristics and motivational preferences are drastically different.

How is "healthy relationships" an intrinsic reward?

In which employees are able to develop a sense of connection with others in the workplace.

Managers can work to provide various types of __?__ in an effort to influence an employee in any number of ways, such as by changing job descriptions, rearranging work schedules, improving working conditions, reconfiguring teams, and a host of other activities.

Incentives.

__?__ rewards are internal to the individual and are in many ways less tangible. In fact, they are highly subjective in that they represent how the individual perceives and feels about work and its value.

Intrinsic.

__?__ do exert a significant amount of influence over employees, but they do not have the power to force a person to act.

Managers.

__?__ often do not understand the concepts, principles, and myths about motivation well enough to put them in practice.

Managers.

__?__ play a key role in how the generations will work together and what it takes to engage employees to be motivated workers.

Managers.

Managers tend to hold __?__ about motivation. As health care managers, it is important to assess and understand these __?__ in an effort to become more effective managers and to not perpetuate myths about motivation.

Misconceptions; misconceptions.

Greater awareness and better understanding of __?__ will result in better management.

Motivation.

__?__ is the act of process of providing a motive that causes a person to take some action.

Motivation.

Most managers draw upon a combination of what factors in an effort to help motivate employees?

Needs, extrinsic factors, intrinsic factors, and management issues.

Is focusing on singular strategies specific to each generation feasible when considering five generations that vary greatly in their characteristics and motivational preferences?

No, focusing on singular strategies specific to each generation is not always feasible when considering five generations that vary greatly in their characteristics and motivational preferences. Consideration of universal strategies to achieve maximum productivity and increased morale will help organizations thrive when it comes to supporting and communicating with employees.

As managers, we often assume that employees are motivated or will respond to inducements from managers. While this is perhaps a logical and rational approach from the manager's perspective, it is critical to understand this is __?__ __?__ the case.

Not always.

What appeals to one generation more than likely will __?__ appeal to another generation.

Not.

Disengaged employees, as mentioned, have what type of impact on organizations?

On an organization's bottom line. They can also act as "Debby Downers" who pull other employees down, decrease morale, and increase turnover.

Health care organizations face many pressures externally and internally. What is an example of internal pressures?

Our health care system faces pressure stemming from challenges such as shortages of certain types of health care workers, increasing accreditation requirements, dealing with limited resources, increasing responsibilities connected with providing quality care, and ensuring patient safety.

Managers need to stop __?__ about generational issues, to work to communicate better, and to understand that everyone wants to feel valued.

Stereotyping.

Managers have some significant challenges when trying to get generations to work well together. Capitalizing on __?__ and __?__ of each generational cohort can assist managers in creating a dynamic and engaged workforce.

Strengths; commonalities.

Other issues, including the retirement of the aging Baby Boomer population and the ongoing problems of attracting ethnic and racial minorities to health care occupations in an effort to create a more diverse workforce that reflects the community, will continue to compound __?__ __?__.

Shortage issues.

The U.S. has experienced a health professions labor force __?__ over the last decade.

Shortage.

While supply may be adequate, some states will experience __?__, while others experience __?__.

Shortages; surpluses.

In order to fully understand the concept of motivation, a manager must understand its __?__.

Significance.

Johnson and Johnson theorize that the __?__ "shape, influence, and drive expectations, actions, and mind-sets about the products we buy, the companies for which we work, and our expectations about life in general."

Signposts.

The concepts of management and motivation often coincide when an organization is doing what?

Striving toward a goal.

As Studer, Hagins, and Cochrane state, "without exception, we find that organizations that consistently improve their performance also have workforces that are passionate, productive, and proactive in finding ways to better meet patient needs. In a word, they are engaged" (p. S79). __?__ __?__ also are able to recognize the differences when managing, motivating, and engaging across varying generations.

Successful managers.

Health policy modifications to move reimbursement to a "value-based purchasing" system, where payments from Medicare and Medicaid are tied to quality and patient care outcomes, suggests what?

Suggest additional focus needs to be paid to those who deliver care to patients, which in turn suggests the need to enhance employee motivation and engagement

What are some intrinsic rewards for a health care employee?

Taking pride and feeling goof about a job well done (e.g., providing excellent patient care).

People spend approximately one-third of their lives at work, and managers need to recognize what?

That one's workplace is one of the most important aspects of a person's identity. In situations where people are not free to work at their maximum effectiveness and their self-esteem is constantly under attack, stress occurs, morale diminishes, illness prevails, and absenteeism goes up

Health care managers need to embrace what?

The challenges, opportunities, and new strategies when managing an intergenerational labor force.

The American Hospital Association (AHA) Committee on Performance Improvement (CPI) report (2014) discusses generational diversity and its impact that is quickly altering workforce dynamics. In addition to recognizing workplace characteristics and motivational preferences, managers must also acknowledge what?

The different priorities, communication styles, and interaction preferences, all of which influence organizational culture and performance.

Health care organizations face many pressures externally and internally. What is an example of external pressures?

The health care system must confront challenges such as the aging population, economic downturns, reductions in reimbursements, increases in market competition, increases in the cost of providing care, and regulatory changes, such as health care reform.

What does Towers Watson's definition of employee engagement demonstrate?

The linkage between the two concepts and the importance of focusing on both of these areas by managers and leaders.

Is everybody motivated?

The majority of employees do, in fact, want to do a good job and are motivated by any number of factors. Others, however, may not share that same drive or be highly motivated. Those people may merely be putting in time and may be more motivated by other things, such as family, school, hobbies, or other interests. Keeping this in mind is useful in helping health care managers understand employee behaviors that seem to be counterproductive.

Sherwood states, "when employees believe their organization truly values quality care - and also get the support they need on the job - their patients are more satisfied, they take less sick time and have fewer on-the-job accidents, and health outcomes are better", which, in turn, impacts what?

The organization's bottom line.

There are a host of external things that managers can provide that may serve as incentives for employees to become more engaged in an organization and increase their productivity. What are some examples of tangible extrinsic rewards?

These include tangible rewards, such as money (pay, bonuses, stock options), benefits (health, dental, vision, paid time off, retirement accounts, etc.), flexible schedules, job responsibilities and duties, promotions, changes in status, supervision of others, praise, feedback and recognition, a good boss, a strong leader, other inspirational people, and a nurturing organizational culture. As this list demonstrates, extrinsic rewards are all tangible.

Schullery found "Millennials are significantly more interested in extrinsic rewards than are Boomers, although Millennials are less interested than GenX" and that "each generation is increasingly less likely to value intrinsic rewards as highly as the previous generation" (p. 260). A caveat to this is that these results may change over time. That said, what is one thing that all of these generational groups did have in common?

They are all intrinsically motivated and value doing meaningful work, although they may define that in different ways.

Why are signposts important?

They can help guide managers in managing their employees by recognizing how these signposts mold beliefs regarding company loyalty, work ethics, and creating shared values that serve as bonding mechanisms among individuals of a team.

To be successful, health care managers need to be able to do what?

To manage and motivate the wide array of employees in an organization.

Managing across generations is not as simple as recognizing the workplace characteristics and motivational preferences of each generation. Managers must also be able to manage what?

To manage the gap that comes with different generations working side-by-side.

What are the five categories of the main generations?

Traditionalists, Baby Boomers, Generation X, Millennials (Generation Y), and Generation Z.

Rewards can take __?__ forms.

Two.

Motivational techniques, such as rewards and incentives, __?__ __?__ across generations.

Vary widely. One generation might prefer recognition based on proof of their time-tested work ethic, while another generation might expect instant gratification stemming from what they consider a job well done.

The health care system is moving from a __?__ payment model to a __?__ payment model.

Volume-based; value-based. This movement can be paradoxical to some as it is focused on improving quality of care while lowering costs—two strategies that seemingly are difficult to achieve simultaneously. Bottom line, managers must not only manage across generations, they must also manage within this new health care paradigm.

When could tension amongst employees from different generations becomes apparent?

When working together, and these tensions are a result of different historical experiences and attitudes.

How is "competence" an intrinsic reward?

Where employees are encouraged to develop skills that enable them to perform at or above standards, preferably the latter.

How is "choice" an intrinsic reward?

Where employees are encouraged to participate in the organization in various ways, such as by expressing their views and opinions; sharing in decision making; and finding other ways to facilitate participatory approaches to problem solving, goal setting, and the like.

How is "meaningful work" an intrinsic reward?

Where employees feel they make a difference in people's lives. This is typically a motivator for people to enter and stay employed in the health care industry. This type of work is viewed as that in which the meaningful tasks outweigh the meaningless ones. This reinforces the mantra Herzberg first espoused in 1968 and revisited in a 2003 issue of the Harvard Business Review, in which he stated: "Forget praise. Forget punishment. Forget cash. You need to make their jobs more interesting". As documentation and the hassle factor of getting approvals and reimbursement in health care have increased, managers need to be aware that such tasks and hassles detract from the meaningfulness quotient.

How is "progress" an intrinsic reward?

Where managers find ways to hold employees accountable, facilitate their ability to make headway toward completing their assigned tasks, and celebrate when progress is made toward completing important milestones within a project.

Where are intrinsic rewards derived from?

Within the individual.

While rewards may serve as incentives and those who bestow rewards may seek to use them as motivators, the real motivation to act comes from where?

Within the individual.

Generation __?__ have experienced a protected upbringing with extremely high parental involvement and parental mediation on their behalf. As a result, they are not experienced in dealing with conflict as compared to other generations. On the other hand, generation __?__ are highly independent; many grew up as "latchkey" kids.

Zers; Xers.