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Managing in Health & Human Services

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Use Herzberg’s two factor theory to explain Debbie’s level of motivation. According to Herzberg two factor theory there are “two issues that play an important role in the workplace experience: hygiene factors and motivational factors”( Fischer and Baack, 2013 ). Hygiene factors contains wages, hours, working conditions and relationships with supervisors. Motivational factors consist of achievements, recognition, actual work or job, responsibility, and the chance for advancement or growth, and relationships with peers. Herzberg states that a person is either satisfied and driven or unfulfilled and unmotivated. Unfortunately for Debbie her current level of motivation is low. This is because when Debbie was originally hired she was told to assume a supervisory role over the other two nurses. Debbie was given higher rank because of the degree she held, and because of this the two nurses have always treated her as a peer or subordinate.

To top it off she later learned that she was only making three dollars more than the two LPN’s, as well as having to complete twice the amount of work. Debbie then returns to school and obtains her master’s degree to which the three physicians that hired her stated they would give her a new title, and raise for her to take on even more responsibilities. Only to find out the LPN’s had confronted the physician’s and were also given a raise because they sensed a major confrontation could arise. Considering these factors I would say that Debbie’s hygiene factors and motivational factors are both down.

Use Adams’ equity theory to explain Debbie’s decision to look for work elsewhere. Adam’s equity theory explains how employees might react to perceptions of both fairness and inequality (Fischer and Baack, 2013). Debbie’s decision to look for work elsewhere is due to the fact that her education level is much higher than that of her co-workers. She feels as though her hard work means nothing when the physicians decide to give the licensed practical nurses raises as well. It is because of this she feels as though she is being treated unfairly and unequally and has decided to look for work elsewhere. Use Vroom’s expectancy theory to explain this situation.

Vroom’s expectancy theory explains that an individual’s belief that a given level of effort will result in successful performance at task (Fischer and Baack, 2013). This theory includes three primary elements: expectancy, instrumentality, and valence. Effort leads to performance which leads to reward. In Debbie’s case her expectancy and instrumentality is low because she feels no matter how hard she tries she will never get the recognition she feels she deserves with this company. Debbie’s valance was high when she received praise and recognition for obtaining her Master’s degree, but again went low when she learn of the two LPN’s receiving pay increases not for furthering their education or taking on more responsibilities but for complaining. If you were advising the three physicians in the organization, what would you tell them they should have done when confronted by the two LPNs?

Defend your advice. I would make it clear to the physicians that the reason Debbie received a pay increase is due to her pursuit of higher education. Simply giving out raises because they were approached is not acceptable, and would not be tolerated again. I would have advised that they again speak to the nurses and offer to pay for half of their tuition and book costs if, they obtain their RN licenses. Once they received their RN license then they would receive their pay raise. Health Care is not the only job type these situations arise in. At some point each person feels as though they are being treated unfairly or unequally. It is important to remember in these situation to speak with the manager/ supervisor, let them know how you feel and see if there is a way to resolve the situation. While some jobs may favor those with education over job experience this is not always the case, therefore it is best to sit and speak with your supervisors when you are feeling this way.

Fagerstrom, L. (2009). Evidence-based human resource management: A study of nurse leaders’ resource allocation. Journal of Nursing Management, 17(4), 415-425. Retrieved from EBSCOhost Fischer, A., & Baack, D. (2013) The
essentials of managing in the healthcare industry. Bridegepoint Ed., Inc.

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