Teamwork, Motivation and Employee Engagement in Healthcare

Question 1: Applying 10 step process to healthcare

The objective of team building is to include workers in planning, problem solving, and decision-making in order to improve the quality of goods and services (Rosen et al., 2018). As businesses expand in complexity, having groups or teams inside the organization enables the organization to complete tasks more efficiently and effectively. The healthcare sector is a good illustration of this. If this organization is successful and continues to develop, it will need to recruit more people. These staff will need to be organized into teams, each of which will be responsible for a certain job or combination of duties inside a specific region, such as the maternity department.

Effective communication with other team members is critical for properly relaying critical information (Lavelle et al., 2020). That morning, I listened to the handoff report to learn more about my patient. Additionally, I conducted my sixty-second evaluation to ascertain the general surroundings for each patient. Throughout the shift, I developed responsibilities for myself as a team leader and for my team members. Initially, I battled with prioritizing morning duties in order to improve my time management abilities. For example, proper stroke instruction is critical, and assessing students’ preparedness to learn is critical when it comes to teaching.

Zajac et al (2021) states that everybody works differently, and everyone has their own set of skills and shortcomings. It is not enough for one individual to make a choice or do a job or task alone; sharing abilities helps others to develop. In nursing, those who work with nurses from a different generation must appreciate the fact that they have been in the field for a longer period of time and have greater experience. Working in a team with experienced nurses has a number of benefits for newly certified nurses; it provides a chance to experiment with new and alternative approaches (Lavelle et al., 2020). Nurses who have been enrolled for a lengthy period of time might compare their experiences to those who have been registered for a shorter period. There may be holes in your knowledge that need to be addressed, or new experiences may develop that need your ability to cope with them. Problems may arise when individuals do not consider one another, do not appreciate other members of the team/staff with more abilities and experiences, and work together in a pleasant and fascinating learning curve that blends the old with the new. When working in a team, it is critical to recognize and appreciate one another; each person of the team, regardless of their role, is critical (Rosen et al., 2018).

Encouraging Employee Engagement

Employee engagement is described by Johnson et al (2018) as the psychological and cognitive commitment of individuals to an organization or group, shown in three primary behaviors: say, try, and stay. It is explained that the employee will speak positively about the institution to coworkers and prospective employees; will be enthusiastic about the organization and have an intense desire to work there despite the numerous opportunities available; and will make attempts and exhibit behaviors that contribute to the business’s success.

Numerous academic studies have shown that employee involvement has an effect on an organization’s performance (Rana, 2019). According to Kadiresan et al. (2015), employee engagement benefits organizational performance by asserting that the more employees, the better the firm and the more positive influence on performance metrics such as productivity, profitability, security, and customer loyalty. Rana (2019) concurs, but feels that businesses may improve their processes by using people as a strategic asset. According to Wellins and Bernthal (2015), a pleasant work environment stimulates employees to boost productivity, profitability, and the quality of services provided, as well as to make effective use of business assets. Kazimoto (2016) argued that drivers should pay a larger emphasis on money concerns in order to maintain control over performance. Johnson et al (2018) emphasized the third link, claiming that an organization’s ability to manage congruence at all levels, notably at the individual, team, intergroup, and organizational level, was the only method to attain the state of Engagement.

Muthike (2016) observed that a company’s performance may be assessed by how effectively it utilizes its assets to achieve its objectives. Additionally, he realized that, in contrast to other organizations, people have unique needs. This indicates that management of each organization is responsible for identifying and accommodating such demands, as well as for improving human resource management systems. Muthike (2016) observed that if a firm want to remain competitive, it must renew its workers’ productivity. This can only be strengthened by ensuring that people are highly motivated, which can only be accomplished via employee engagement. It benefits businesses since it increases labor expenditures per unit while also recruiting and retaining high-quality employees at all levels. As a consequence, measuring the effectiveness of pay systems for employee performance in the firm is critical (Hermawan et al., 2020).

Environment of Work

According to Hughes (2007), nine out of ten workers feel that their work environment has an effect on their attitudes and productivity. According to Chandraseker (2011), a hazardous and unpleasant work environment with insufficient ventilation, inadequate illumination, and excessive noise has a negative effect on worker productivity and health. Mat Selleh (2020) revealed that a pleasant and ergonomic work environment stimulates employees and significantly boosts their performance in a study of 31 bank branches. The bulk of research on the working environment and productivity has been conducted using these findings and a literature review.

Numerous workplace studies have demonstrated that employees are satisfied with specific aspects of their employment. These user feature selections are crucial for workplace efficiency and enjoyment, as well as lighting, ventilation rates, natural light access, and acoustic settings (Becker, 1981; Humphries, 2005; Veitch, Charles, Newsham, Marquardt, & Geerts, 2004; Karasek and Theorell, 1990). Additional elements, like as lighting and ergonomic furniture, have been shown to boost worker health and hence productivity (Dilani, 2004; Milton, Glencross, & Walters, 2000; Veitch & Newsham, 2000). This is because light has a considerable effect on the physical, physiological, and psychological health of workers, as well as their overall job performance. Lighting, temperature, the presence of windows, and free air circulation are all critical issues in office environments. Environmental characteristics reveal that some components of an employee’s physical surroundings have an effect on his or her attitude, behavior, satisfaction, performance, and output (Larsen et al., 1998).

Whether each person has their own private office or many workers share one enclosed office, the private office layout provides employees with more privacy than the open-plan office arrangement. They have the opportunity to work quietly and calmly, enabling them to focus on the task at hand without being noticeably distracted by their colleagues’ activities. It establishes a worker’s reputation for thinking or being creative in the absence of external influence (Mwbex, 2010). Noise in an open workplace design is uncomfortable and also creates a high level of distraction and aggravation due to the lack of isolation (Evans & Johnson, 2000). The workplace is rapidly evolving as a result of technological breakthroughs, new communication strategies, virtual reality, market expansion, and alternative work habits (Challenger, 2000).

Question 2: In-service training workshop on cultural care

Each day, diversity in terms of ethnic origin, religion, race, language, and sexual orientation increases exponentially. Globalization has boosted multiculturalism in particular. This places a duty on health care practitioners to examine and practice in accordance with the diversity they encounter in the workplace. The primary goal of health care workers, particularly nurses, should be to offer their clients with the most holistic and culturally competent treatment possible. To accomplish this level, we must constantly remember to care for the patient as they want to be cared for (Srivastava, 2007). When patients are treated as the center of care, with adequate regard for their values, beliefs, culture, and perspectives, both nurses and clients will be happy with the treatment. However, sometimes, divergent attitudes and views might result in moral and ethical disagreements between the patient, family, and nurse (Srivastava, 2007). Thus, the emphasis of this research will be on the emic and etic perspectives and their analysis via the lens of culture care in order to reconcile the conflicting ideals.

Theory Madeleine M. Leininger’s case study

Leninger approached patient care with a cultural lens. She defines nursing as a humanistic and scientific field that focuses on human care and culturally appropriate methods of assisting patients in achieving health. According to her theory, nursing observation and decision-making are guided by culturally congruent decisions that are “tailored to the individual, group, or institution’s cultural values, beliefs, and ways of life in order to provide or support meaningful, beneficial, and satisfying health care or well-being services” (George, 2002).

Nursing is an expression of compassion that manifests itself in the care and respect shown to persons in society. Madeleine M. Leininger created her idea as a result of her great discipline and commitment to knowing individuals and their cultural origins in order to provide the best possible medical care. Madeleine M. Leininger was born in 1925 in Nebraska. In 1948, she earned a bachelor’s degree in nursing from Saint Anthony’s School of Nursing. She completed her study at Mount Saint Scholastica College, earning a bachelor’s degree in the process. Following that, she earned a master’s degree in science from The Catholic University of America in 1954 and a doctorate in cultural and social anthropology from the University of Washington in Washington, DC in 1965. (George, 2002).

At 1950, while working as a clinical nurse in a child guidance home for troubled children, Leninger encountered what she refers to be a cultural shock. She became aware of recurring behavioral disparities amongst children, which led her to conclude that these differences had a cultural basis. Following extensive observation, she found that these missing linkages are rooted in cultural knowledge and comprehension. In the 1960’s, she coined the words trans-cultural nursing, ethno-nursing, and cross-cultural nursing based on her observations and educational background (George, 2002).

Leninger continues to develop her theory of transcultural nursing based on her observations of how individuals from other cultures might interpret nursing care and experiences differently based on their health beliefs and practices. According to Leninger’s idea of transcultural nursing, the care nurses deliver to their patients is influenced and formed by the cultural milieu in which it is provided.

Application

Madeleine Leininger’s theory will be implemented into practice in the workplace by first assessing the patient’s care and cultural values. This will be accomplished by the nurse’s approach to, interaction with, and assistance or assistance of the patient. Integration will be accomplished by culturally congruent care or care that suits the culture, as care is an enabling process through which the nurse will facilitate, assist, lead, and support the patient in connecting what the nurse is attempting to assist them with in their illness treatment. This method will assist the nurse in managing illnesses from the patient’s particular cultural perspective. During admission, the nurse will monitor any home remedies that are specific to the patient and assess whether any of them are incompatible with the prescriptions the patient was taking. Additionally, including religious rituals into the care plan has a substantial influence on the effectiveness of the patient’s therapy; it has an effect on the patient’s perspective of his or her health, illness process, and treatment. With the patient’s agreement, engaging a close family member may provide emotional support for the patient. Respect for cultural beliefs may encourage the patient to communicate with the nurse, since they may see this as a show of respect. When a nurse is unable to convince a patient to accept a certain therapy, negotiation enables them to modify without jeopardizing the patient’s values. When a nurse gains a fundamental grasp of a culture’s health behaviors, this has a beneficial effect on the nurse-patient interaction.

Question 3: Applying McGregors Motivational Theory in Healthcare

Douglas McGregor’s Theory X and Y are also employed in motivating. According to this idea, there are two distinct categories of human beings, and managers shape their behaviour around particular assumptions. Theory X refers to situations in which an employee despises their job and a management must lead them in completing assigned responsibilities. The employee is just disinclined to work and is most likely motivated by financial gain. According to this view, individuals fundamentally despise labor and must be overseen and forced to do it. To inspire an employee, they must be rewarded, tempted, intimidated, or bribed, and they must have a limited span of control to stay on track. According to Theory Y, an employee perceives obligations as normal and is capable of completing tasks and taking on responsibility (Muteti and Wamitu, 2021). These personnel, it is claimed, demonstrate tenacity and self-control and are determined to succeed. According to this notion, workers strive to perform well and find innovative ways to fulfill their objectives. They are often upbeat and capable of motivating themselves to finish objectives. Human resource departments were formed in part for Theory Y, since it places a greater focus on the individual requirements of employees. This approach is still used today to encourage workers and has established certain ground rules for human resource departments in businesses. It is critical to examine the staff you now have, to determine their personality type, and to apply the appropriate motivation theory to them. By approaching your workers in this manner, you will increase your success rate, and they will appreciate your dedication to learning who they are and how they fit into the firm (Prottas and Nummellin, 2018).

The old theory is Theory X, while the more current theory is Theory Y. Theory X is also more aimed at lower-level personnel who prioritize physiological and safety concerns. Additionally, they place a higher premium on financial incentives than Theory Y personnel do. Theory Y is better suited to higher-skilled personnel who place a premium on higher-level demands such as social esteem and self-actualization. As seen, Theory X and Theory Y are connected to Maslow’s Hierarchy of Needs.

References

Rosen, M.A., DiazGranados, D., Dietz, A.S., Benishek, L.E., Thompson, D., Pronovost, P.J. and Weaver, S.J., 2018. Teamwork in healthcare: Key discoveries enabling safer, high-quality care. American Psychologist, 73(4), p.433.

Lavelle, M., Reedy, G.B., Cross, S., Jaye, P., Simpson, T. and Anderson, J.E., 2020. An evidence based framework for the temporal observational analysis of teamwork in healthcare settings. Applied Ergonomics, 82, p.102915.

Zajac, S., Woods, A., Tannenbaum, S., Salas, E. and Holladay, C.L., 2021. Overcoming Challenges to Teamwork in Healthcare: A Team Effectiveness Framework and Evidence-Based Guidance. Frontiers in Communication, 6, p.6.

Johnson, S., Robertson, I. and Cooper, C.L., 2018. Well-being and employee engagement. In Well-Being (pp. 31-42). Palgrave Macmillan, Cham.

Rana, S., 2019. Managing organizations through employee engagement: An Indian perspective. In Management Techniques for Employee Engagement in Contemporary Organizations (pp. 256-267). IGI Global.

HERMAWAN, H., Thamrin, H.M. and SUSILO, P., 2020. Organizational citizenship behavior and performance: the role of employee engagement. The Journal of Asian Finance, Economics, and Business, 7(12), pp.1089-1097.

Mat Salleh, S., Johar, N., Hamzah, S.F.M., Mohammed, N.H., Mohamad Yusof, H.S., Mohd Zahari, A.S. and Mohamed Ahmad, F.H., 2020. Employees’ Performance and Working Environment at a Workplace in Terengganu, Malaysia. In Charting a Sustainable Future of ASEAN in Business and Social Sciences (pp. 277-286). Springer, Singapore.

Muteti, M.S. and Wamitu, S., 2021. Influence of Organizational Change on Public Health Maternal Health Care Service Delivery in Kitui County (A Survey of Level 4 Hospitals in Kitui County). Journal of Public Policy & Governance, 5(2), pp.84-100.

Prottas, D.J. and Nummelin, M.R., 2018. Theory X/Y in the health care setting: Employee perceptions, attitudes, and behaviors. The health care manager, 37(2), pp.109-117.