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organizational behavior
Organizational Behavior In Health Care 3rd Edition Nancy Borkowski - Solutions
Herzberg’s Two-Factor Theory and how it relates to job design.
Hackman and Oldham’s Job Characteristics Model.
Define motivation.
Discuss the various motivation theories reflected in this case study.Sarah Goodman, senior manager of network development for Holy Oak Managed Care Company, looked over her calendar for the day and sighed deeply. It seemed as if there would be no time at all to work on the project she’d been
Susan was once a highly motivated, productive member of the nursing staff. Aliyah understands that everyone is experiencing more stress than usual because of the increased workload, but what can be done to motivate Susan to return to her prior performance?Within the principles of the content
Using Maslow’s Hierarchy of Needs, diagram the nurses’ issues within each level.A small group of nurses at a large community hospital were unhappy about their work environment and met daily during lunch to discuss the situation. A recent change in the hospital’s senior management was causing
Explain why the nurses were motivated to contact the labor union using Herzberg’s Two-Factor Theory.A small group of nurses at a large community hospital were unhappy about their work environment and met daily during lunch to discuss the situation. A recent change in the hospital’s senior
Normally, persons who are in a position of leadership will have scores that are higher than their workers’. Why is this?
If your employees were to take this survey today, what do you think their average scores would be?
Discuss Hackman and Oldham’s five dimensions and how they help motivate a job holder. Ask for a few examples of how a job could be redesigned under each of the five dimensions.
The various components of Expectancy Theory and how they affect an individual’s level of motivation.
Equity Theory and the methods to resolve inequity tension.
The significance of the Satisfaction–Performance Theory.
Goal-Setting Theory and the steps necessary for successful implementation.
Reinforcement Theory and the four types of reinforcement.
Challenge: Does the individual have to work hard to perform the job well? Managers need to review an employee’s job design. Is the job routine and unchallenging? Does it incorporate Herzberg’s Two-Factor Theory motivators?
Criteria: Does the individual know the difference between good and poor performance?Managers need to effectively communicate to an employee the responsibilities and/or requirements of the task and how the employee will be measured as to its successful completion. A manager should not assume that an
Compensation: Do the outcomes associated with good performance reward the individual?Nadler and Lawler (1983) discussed the mixed message an organization sends to employees when employees are rewarded for seniority rather than performance. What the organization gets is behavior oriented toward
Capability: Does the individual have the ability to perform the job well? Employees who lack the necessary skills, knowledge, and experience to perform a task well will become frustrated and are likely to avoid future growth opportunities.
Confidence: Does the individual believe that they can perform the job well? Employees need to believe that they can perform a task well. An employee might have the knowledge and skill but might not see themselves as having the ability to perform the task well. This may be based on past experiences
Credibility: Does the individual believe that management will deliver on promises?Managers must deliver what they promised.
Consistency: Does the individual believe that all workers receive similar preferred outcomes for good performance and similar less-preferred outcomes for poor performance? Managers need to treat all employees equally on the basis of objective criteria.
Cost: What does it cost an individual in time and effort to perform well?
Communication: Does management communicate well and consistently with the individual in order to affect the other eight Cs?
Altering Inputs: Reduce productivity, take longer break times, and use sick days for personal activities.
Altering Outcomes: Try to obtain an increase in pay, a bonus, or a new job title or resort to taking supplies from the company for personal use(i.e., stealing).
Cognitively Distorting Inputs or Outcomes (Self):Describe how much harder he or she is working.
Leaving the Field: Transfer to another department or quit the organization.
Distorting the Inputs or Outcomes of the Comparison Other: Describe the other person’s job as routine and unchallenging.
Changing the Comparison Other: Find someone in the organization more like himself or herself—another high-performing worker.
The basic premises of attribution theory.
The differences between optimistic, pessimistic, and hostile attribution styles.
The role of attributions, emotions, and expectations in motivating employees.
Techniques that managers can use to promote accurate and motivational attributions.
You recently received a below-average performance evaluation from your supervisor.What is the most likely cause of this outcome? ____________________a. To what extent was this outcome caused by something about you?Nothing to do with me 1 2 3 4 5 6 7 Totally due to meb. Will this cause be present in
Today, you were informed that suggestions you made to your supervisor in a meeting would not be implemented.What is the most likely cause of this outcome? ___________________a. To what extent was this outcome caused by something about you?Nothing to do with me 1 2 3 4 5 6 7 Totally due to meb. Will
You recently learned that you will not receive a promotion that you have wanted for a long time.What is the most likely cause of this outcome? ___________________a. To what extent was this outcome caused by something about you?Nothing to do with me 1 2 3 4 5 6 7 Totally due to meb. Will this cause
You recently discovered that you are being paid considerably less than another employee who holds a position similar to yours.What is the most likely cause of this outcome? ___________________a. To what extent was this outcome caused by something about you?Nothing to do with me 1 2 3 4 5 6 7
You recently received information that you failed to achieve all of your goals for the last performance reporting period.What is the most likely cause of this outcome? ___________________a. To what extent was this outcome caused by something about you?Nothing to do with me 1 2 3 4 5 6 7 Totally due
You have a great deal of difficulty getting along with your coworkers.What is the most likely cause of this outcome? ___________________a. To what extent was this outcome caused by something about you?Nothing to do with me 1 2 3 4 5 6 7 Totally due to meb. Will this cause be present in similar
You just discovered that a patient recently complained about the services you provided.What is the most likely cause of this outcome? ___________________a. To what extent was this outcome caused by something about you?Nothing to do with me 1 2 3 4 5 6 7 Totally due to meb. Will this cause be
A large layoff has been announced at your organization, and you are told that you will be one of those laid off.What is the most likely cause of this outcome? ___________________a. To what extent was this outcome caused by something about you?Nothing to do with me 1 2 3 4 5 6 7 Totally due to meb.
What attributions are being communicated in each of these explanations? Are they internal or external? Are they stable or unstable?
From a motivational standpoint, what potential pros and cons do you see for each of these explanations?
Which of these four options (or which combination of two or more) do you think would be the least demotivational for the staff? Why?
Do you monitor at least every three years the demographics of your community to track change in gender and racial and ethnic diversity?
Do you actively use these data for strategic and outreach planning?
Has your community relations team identified community organizations, schools, churches, businesses, and publications that serve racial and ethnic minorities for outreach and educational purposes?
Do you have a strategy to partner with them to work on health issues important to them?Has a team from your hospital met with community leaders to gauge their perceptions of the hospital and to seek their advice on how you can better serve them, in both patient care and
community outreach?Have you done focus groups and surveys within the past three years in your community to measure the public's perception of your hospital as being sensitive to diversity and cultural issues?
Do you compare the results among diverse groups in your community and act on the information?
Are the individuals who represent your hospital in the community reflective of the diversity of the community and your organization?
Do you have a strategy in place to partner with organizations who represent and relate to the diverse groups in your community for health outreach and other initiatives of importance to the community?
Do you have a supplier diversity strategy that helps ensure that minority-, women-, and veteran-owned businesses have an opportunity to serve your organization?
Are your public communications, community reports, advertisements, health education materials, websites, etc. accessible to and reflective of the diverse community you serve?
Do you regularly monitor the your patient population to properly care for and serve gender, racial, ethnic, language, religious, and socio-economic differences and needs?
Does your hospital/health system emphasize the importance of accurate, consistent and systematic collection of data on patient race, ethnicity and primary language?
Do your patient satisfaction sun/eys take into account the diversity of your patients?Does your review of quality and patient safety data take into account the diversity of your patients in order to detect and eliminate disparities?
Do you compare patient satisfaction ratings among diverse groups and act on the information?
Have your patient representatives, social workers, discharge planners, financial counselors, and other key patient and family resources received special training in diversity issues?
Does your hospital/health system provide language services, including identifying qualified individuals inside and outside your organization, who can help staff communicate with patients and families from a wide variety of nationalities and ethnic backgrounds?
Does your hospital/health system provide ongoing training for staff on how to identify and access the need for language services, and have policies and procedures in place for the providing language services to a linguistically diverse patient populations
Are your written communications with patients and families available in a variety of languages that reflects the ethnic and cultural fabric of your community?
Depending on the racial and ethnic diversity of the patients you serve, do you educate your staff at orientation and on a continuing basis on cultural issues important to your patients?
Are core services in your hospital such as signage, food service, chaplaincy services, patient information, and communications attuned to the diversity of the patients you care for?
Does your hospital account for complementary and alternative treatments in planning care for your patients?
Do your recruitment efforts include strategies to reach out to diverse candidates, including gender, racial, ethnic, religious, disability status, sexual orientation, gender identity, veteran status, and socio-economic diversity?
Does the team that leads your workforce recruitment initiatives reflect the diversity you need in your organization?
Do your policies about time off for holidays and religious observances take into account the diversity of your workforce?
Do you acknowledge and honor diversity in your employee communications, awards programs, and other internal celebrations?
Have you done employee surveys or focus groups to measure their perceptions of your hospital's policies and practices on diversity and to surface potential problems?
Do you compare the results among diverse groups in your workforce? Do you communicate and act on the information?
Does your hospital/health system provide staff at all levels and across all disciplines training about how to address the unique cultural and linguistic factors affecting the care of diverse patients and communities?
Is the diversity of your workforce taken into account in your performance evaluation system?
Does your human resources department have a system in place to measure diversity progress and report it to you and your board?
Do you have a mechanism in place to look at employee turnover rates for variances according to diverse groups?
Do you ensure that changes in job design, workforce size, hours, and other changes do not affect diverse groups disproportionately?
Is your hospital/health system leveraging assets to address priority needs of the community, including food, education, employment, housing, transportation, violence prevention and other social determinants of health?
Has your hospital/health system developed governance processes to share community resources and accountabilities in your efforts to improve the health of the population?
Has your hospital/health system created successful partnerships to reach population health goals of the community?
Does your hospital/health system develop your Board and leaders' ability to contribute to community health, workforce development and economic investment solutions within the community?
Does your hospital/health system invest in change management processes to grow engagement, relationships and capacity of leaders to take action on the social determinants of health in community?
Has your Board of Trustees discussed the issue of the diversity of the hospitals board? Its workforce? Its management team?
Is there a Board-approved policy encouraging diversity across the organization?
Is your policy reflected in your mission and values statement? Is it visible on documents seen by your employees and the public?
Have you told your management team that you are personally committed to achieving and maintaining diversity across your organization?
Does your strategic plan emphasize the importance of diversity at all levels of your workforce?
Has your board set goals on organizational diversity, culturally proficient care, and eliminating disparities in care to diverse groups as part of your strategic plan?
Does your organization have a process in place to ensure diversity reflecting your community on your Board and subsidiary and advisory boards?
Have sufficient funds been allocated to achieve your diversity goals?
Is diversity awareness and cultural proficiency training mandatory for all senior leadership, management, and staff?
Have you made diversity awareness part of your management and board retreat agendas?
Is your management team's compensation linked to achieving your diversity goals?
Does your organization have a mentoring program in place to help develop your best talent, regardless of gender, race, or ethnicity?
Do you provide tuition reimbursement to encourage employees to further their education?
Do you have a succession/advancement plan for your management team linked to your overall diversity goals?
Are search firms required to present a mix of candidates reflecting your community’s diversity?
Survey one to one-and-a-half years after initiation of the plan to determine how inclusion has changed.
Development of a customized business case for diversity for your organization. In other words, how does diversity relate to the overall success of the organization?
Education and training for your staff to develop an understanding of diversity, its importance to your organization’s success, and diversity skills to apply on a daily basis.
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