Employee Motivation: What to Do - Admission/Application Essay Example

Employee Motivation: What to Do Executive Summary UAP clinic prides itself as a premium provider of private medical services. It seeks to expand in the long term. One of the pillars of the clinic is what could be described as employee empowerment through best practices. The following is a discourse on the managerial policies and practices at the clinic as was revealed through an interview of its human resource manager, Mr. Jermy Dix. The revelations include renumeration as a form of motivation as well as an effective workplace culture. Human resource development UAP clinic is a private that offers both inpatient and outpatient services to their clients. The facility operates on a highly sophisticated technological platform to offer high quality medical services. It operates on a small scale basis with a vision for expansion. Its vision statement attests to this asserting that through quality service provision, the facility is aspiring to be a high class medical clinic of choice within its target market. The clinic operates on an open and highly interactive culture, one that has no barriers between the policy makers and other members of the staff. The clinic has a number of clear bureaucratic offices thus has an effective flow of information. In addition to this, the management strives to build a culture that encourages freedom of expression for the improvement of the services it offers to its customers. An interview with the clinic human resource manager, Jermy Dix, revealed a number of managerial policies that the department in liaison with other departments of management has enacted to improve the production. The facility strives to create a highly competitive and challenging workplace to its employees. Such an environment motivates employees to become more creative thus devise better ways of improving productivity. The facility is departmentalized with every department having a manager (Wubbolding 1995). This, the human resource manager explains, is to improve communication thus fast tracking accountability in the clinic. The departments do not hinder freedom of speech among the employees as the facility has an open communication policy. In this, junior employees access their immediate managers and share their issues on a lateral basis without any form of intimidation. Among other motivational tools that the department of human resource employs include the mechanization of the facility. The clinic has an effective information technology department that keeps integral data and has installed effective and highly efficient modes of communication in the clinic. This makes communication and supervision easier thus improving productivity. The mode of communication through intercoms eliminates the need for employees to walk from one station to another in order to reach their audience. This saves on time thus improving the quality of services. The facility has an electronic diagnostic and treatment mechanism to improve efficacy of the medical services they render to their clients. Such a mechanized work environment is motivating enough for the employees who have an easier job but still find the jobs interesting enough. The final tool that the department manipulates to improve the employee motivation is remuneration. The human resource manager admits that his department recognizes money as a motivator to most employees. Every employee in the facility is remunerated accordingly using a competitive formula that recognizes the duties of every employee. All these factors result in an organization that is efficient and operates as a system with different but highly efficient elements of production in the form of the numerous departments charged with different operations. The official outlook fuses with the highly social nature of interaction among the staff to result in a holistic unit of highly motivated employees and employers all of whom work towards expanding their operations to a national level. The UAP clinic is a medium size investment constructed two years ago but has through the few months of its operation raised to acquire stature and develop reputation within the market. It is a private facility and is therefore geared towards profit maximization (Wubbolding 1995). However, the facility has down plays the profit maximization aspect of conducting business and takes pride in quality services and customer satisfaction. It thus becomes interesting to learn how the management of such a small facility have influenced their employees and prepared them to work hard and develop a reputation for the facility in the market. The clinic has thus become a great competition to other previously existing and established market players. Besides this, the facility is located with the city a feature that makes conducting an effective research possible. This eliminates the costs associated with conducting researches yet assuring the efficacy of the research findings and the conclusions. The culture at the clinic has been a big motivator to the productivity of the employees at the facility. The employees in the facility interact freely with one another irrespective of their positions in the clinic. This freedom of interaction and exchange has resulted in the employees down playing the essence of a workers union. They do not require a body to represent their claims and complains to the management since they all have equal access to the management. The technological advancements and the favorable working conditions ease work for the employees thus making them more productive. The management of the clinic has enacted policies that seek to cushion the employees from exploitation thus making their jobs more interesting yet lighter enough to carry out effectively to the satisfaction of their esteemed clients. These factors have resulted in the high reputation that the facility has constructed for itself within the short period of operation. The research used structured questionnaires to solicit responses from the interviewed employees of the firm key among who was the human resource manager. Among the questions in the questionnaire was: I. How does the management interact with the junior staff members? Elaborate II. How does the management motivate its employees? III. Describe the state of the employees in the clinic presently. Which factors contribute to this state? These deliberate questions solicit elaborate answers from the respondent a time within which the researcher observes the respondent to determine some of the nonverbal communication that they may employ to either hide or stress their answers. They thus attract free speech from the respondent allowing them time to speak without regulation. Analyzing findings of such a research is not complicated, as the questions seemed. The answers are codified in the statistical management tool SPSS to ease computation. The replies of such important personalities as the human resource manager are thus computed against those of the junior employees included in the study to prove factuality of the claims. The product of such computation is the actual finding of the true state of affairs in the clinic from which the researcher drew his conclusions of the report. In the case of the clinic, both the human resource manager and the other junior employees of the clinic concurred in their claims of efficiency, the near social interaction structures among the employees and the highly mechanized facility. With such a consistent data, it became evident that the clinic has the culture of efficiency that the respond claimed in their replies to the research questions. Reference Wubbolding, Robert E. (1995). Employee Motivation: What to Do ... When What You Say Isn't Working!Knoxville, Tenn: SPC Press, 1995. Read More