The available literature on the topic of employee motivation in a healthcare organization is bifurcated, with the majority of the scholars and analysts modifying traditional management theories to fit the peculiar and specific needs of the healthcare organization. Great stress is placed on the importance of quality in the work place, with an emphasis on the perceptions of work improvement and satisfaction in the industry (Sightler & Adams, 1999; Clarke, 2000)and also on the ways that management can create a motivational workplace in which retention and employee satisfaction lead to improved health care (Decker, Strader & Wise, 1997; Russomagno,2000.)
Keys (1998) drafted a particularly salient article concerning the topic, and his analysis will be the key document of this report. After tracing the history of most management theories that have focused on the concept of TQM (Total Quality Management), he points to several indicators that suggest that patient care (as well as interpersonal relationships directly related to motivation) combine to form a work environment that is both highly rewarding emotionally and spiritually, while at the same time, quite high in stress-producing factors. As he observes,
Health care professionals, desiring the best quality of care for their patients, have become critically concerned about the effects of these new managed care rules. Inpatient psychiatric social workers have been shown to be particularly affected by current economic changes in patient care and services delivery, and many have been laid off because of program cuts (Keys, 1999, 4).
He points out and documents case after case how health care workers have implemented some the managed care changes and how the workers have coped, and the challenges that management faces in keeping these workers motivated.
Extensive adjustments of clinical caseloads have been necessary due to reorganizations resulting in...work [bei
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