Running head: motivation Motivation in a Multigenerational Radiologic Science Workplace Abstract Employee motivation has always been an important point of discussion for all management researchers and leaders. In this paper, a brief literature review related to employee motivation in radiological sciences department has been presented based on a study conducted; this unique study includes four generational groups of employees in the RS field, which presents a different perspective to motivation and is based on the groups’ life experiences, attitudes, and beliefs…
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Since the inception of management-related studies, the area of employee motivation has been emphasized in various ways. This discourse presents a brief review of motivation factors for radiological sciences workforce based on a specific study conducted by Kalar (2008). Earlier, classical management theories proposed employee motivation practices such as incentives and bonuses. The pioneer of scientific management, Fredrick Taylor asserted that the main aim of management should be to secure maximum prosperity for the employer, coupled with the maximum prosperity for the employee (qtd. in Schermerhorn, 2010). Taylor believed that extra income will motivate employees to work extra and with greater efficiency, and hence incentives would be an effective way to motivate the employees. Later, the human relations movement led by Hawthorne experiments of Elton Mayo proved that employee motivation can be enhanced through employee participation and involvement with the leadership teams (Bratton, 2001). From a motivation perspective, numerous theories can be found, in literature that describe various motivating factors and ways to motivate. A few of these theories include the Maslow’s needs theory, Alderfer’s ERG Theory, Herzberg’s two-factor theory or the motivation-hygiene theory, McClelland’s 3-needs Theory, Vroom’s expectancy theory, satisfaction-performance theory, goal-setting theory, Reinforcement theory etc. Whatever be the theory, the main point derived from them is that employees will be motivated if they get what they desire and value. A similar pattern was observed in Kalar’s (2008) study conducted in a radiologic science workplace. Kalar’s (2008) study presents a very interesting and different perspective on employee motivation in comparison with other researches on employee motivation. Radiological sciences workplaces comprise of healthcare professionals, technical personnel, caregivers etc., that deal with providing radiological services to patients. Hence, these workplaces employ highly diverse work professionals. Kalar’s (2008) study is one of its kinds that was conducted in a radiological science workplace consisting of four generational cohorts or age groups with distinct attitudes, values, work habits and expectations. This study provides current managers with a framework that enables them to accommodate most of the motivational needs of such diverse workforce. According to Chew and Relya-Chew (2007), radiology specialists are self-motivated individuals with high levels of intrinsic motivation. Although radiological sciences professionals experience other motivational factors such as high pay package, hygienic work conditions, job satisfaction, growth etc., it is important that their intrinsic motivation is nurtured constantly. Kalar’s (2008) study explains how intrinsic motivation of these RS specialists can be nurtured. In fact, Kalar’s (2008) findings related to motivating factors to each of these groups can be related to Vroom’s Expectancy theory. This theory proposes that an individual’s motivation depends upon the belief that his/her efforts could lead to high or better outcome and
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