Motivation in a Multigenerational Radiologic Science Workplace - Research Paper Example

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. In this process, attempt has been establish links between the findings of this study and previously proposed motivation theory. Finally, conclusions have been drawn based on findings from the review. Organizational behavior has changed tremendously since the industrial revolution, and so have the ways for employee motivation. 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 that these outcomes can lead to the achievement of desired goals. In this theory, three major factors of motivation are pointed out: expectancy, instrumentality and valence. This theory stresses upon the effort that individuals are willing to put to perform a task in order to produce a specific outcome; further, the way the individual values this outcome decides their willingness, intention and amount of effort (Isaac, Zerbe & Pitt, 2001). Kalar’s (2008) study segregates the cohorts based on the period they were born as the veteran generation, born between 1925 and 1945; the baby boomers, born between 1946 and 1964; generation X, born between 1965 and 1980; and generation Y, born between 1980 and 2000. A detailed study conducted on the work ethics, attitudes, habits, values and beliefs has helped Kalar to identify specific motivating factors for each of these groups. The veteran-group has high value for personal relationships, face-to-face communication, personal recognition from management, and any other form of appreciation through personal touch. Their intrinsic motivation will get a further boost when they are given responsibilities related to coach and/or mentor juniors. The baby-boomers value recognition the highest, which will reinforce their self-worth. This recognition can be in the form of applause, acceptance and involvement. Like the veterans, this group values interpersonal communication rather than electronic forms; moreover, this group is highly motivated when part of a team. According to Kalar (2008), the third group, i.e., the generation X loves flexible working in order to balance work-life; this group is motivated by clear developmental and growth plans, and hence, appreciates clear goals and roles. This group is in constant need for coaching and mentoring and looks for constructive feedback that will help them improve and grow. This group is quite comfortable with modern technology, communication media and other electronic devices that will enhance their performance and learning. The last one, generation Y is enthusiastic about new technology and devices, as well as learning and growth. They are constantly on a look out for learning new skills. This group works for instant results and needs instant feedback. This group is highly achievement-oriented, and hence enthused by challenges rather than appreciation, incentives or personal touch. Kalar’s (2008) study drives home the point that intrinsic motivation of employees is impacted by the leadership of the organization at all levels (Thomas, 2002). On the other hand, employee motivation is the major challenge leaders face in contemporary organizations; from Vroom’s theory perspective, leaders have the responsibility of identifying the motivating factors for each of their employees, which is a challenging task (Isaac et al., 2001). In conclusion, the review performed in this paper provides a clear indication that factors of employee motivation keep changing constantly; and that leaders must possess this awareness in order to identify the motivating factors of their employees and use appropriate motivators to sustain their employees’ commitment and performance. Literature review also indicates that workforce in radiological sciences field are self-motivated, and hence have high sense of intrinsic motivation; the roots for intrinsic motivation can be traced to their backgrounds, life experiences, attitudes and culture. It would be a good idea for the leaders to gain some knowledge about these aspects related to their employees in order to use the right approach to motivate, besides striving to provide possible and appropriate extrinsic motivation. References Bratton, J. (2001) Restructuring Work: Fordism and Re-Engineering. In Bratton, J. and Gold, J’s Human Resource Management: Theory And Practice. Basingstoke, Hampshire: Macmillan (99-126). Chew, F.S and Relya-Chew, A. (2007). Performance Measurements and Incentive Systems for Radiology Practices. In Yousem, D.M and Beauchamp, N.J’s (eds.) Radiology Business Practice. Philadelphia: Saunders Elsevier. Isaac, R.G, Zerbe, W.J and Pitt, D.C. (2001). Leadership and Motivation: The Effective Application of Expectancy Theory. Journal of Managerial Issues, 13 (2), p. 212-226. Kalar, T. (2008). Motivation in a Multigenerational Radiologic Science Workplace. Radiol Manage., 30(4):47-51. Schermerhorn, J. R. (2010). Management. New York: John Wiley & Sons. Thomas, K.W. (2002). Intrinsic Motivation at Work: Building Energy & Commitment. California: Berrett-Koehler Publishers. Read More