Employee Motivation and Organizational Culture: Case Study Report

This report examines the issue of employee motivation within the context of Kaluyu Memorial Hospital, focusing on factors contributing to demotivation such as an unhealthy work environment, conflicts between staff, poor organizational culture, and lack of employee involvement. The report analyzes the impact of these issues on the hospital's financial performance and employee turnover, highlighting the importance of addressing these concerns to ensure the organization's success. Applying Herzberg’s two-factor theory, the report suggests improvements to both hygiene and motivation factors, including policy amendments, clear communication frameworks, and infrastructure enhancements. Recommendations include stringent managerial policies, regular workshops, improved shift timings, and recognition of employee contributions through incentives. The expected outcome is a significant improvement in organizational culture, leading to reduced employee turnover and enhanced quality of patient care. The report concludes with a call for immediate action to address these issues and ensure the hospital's long-term viability. The report references several key academic papers to support its analysis and recommendations.

Running head: EMPLOYEE MOTIVATION
EMPLOYEE MOTIVATION
Name of the Student:
Name of the University:
Author Note:

1EMPLOYEE MOTIVATION
Major factors causing de-motivation:
The provided case-study based on the ongoing administrative scenario prevalent in
the Kaluyu Memorial hospital yields the following important aspects which can be mentioned
as under:
 Unhealthy working environment
 Prevalence of a rift between the physicians and nursing professionals
 Poor organizational culture
 Work-conflicts
 Non-participation of the employees in any interactive session
 Unavailability of any facility to ensure privacy of women who have recently
experienced motherhood.
Impact on the organization:
The success rate of a healthcare organization is largely dependent on the existing work
culture and the structure of the organization. The annual financial report of the healthcare
organization reveals the fact that due to the high hospital expenses, the organization
encounters heavy financial losses year after year. Hence, it can be said that in light of the
existing scenario the hospital is in a dilapidated state and if the administration does not
take steps to address the ongoing issues then the organization would not be able to
prosper following the current market trends. In order to devise interventions on the
systematic function of the hospital, it is important to note that the employees speak the
best for an organization and the fact that employees are the most valuable asset for an
organization (Chen et al.,2015). The aversion in the attitude of employees towards their
work and the hostile work atmosphere would eventually contribute exponentially in the
turnover rate of the employees and as a result the organization would soon encounter an
acute shortage of working force. In addition to this, high rate of employee turnover would
elicit a negative impression about the organization and would further lead to the

2EMPLOYEE MOTIVATION
deterioration of the service quality (Mosadeghrad,2014).. This would serve as a severe
blow to the business of the healthcare organization and the already poor financial profit
ratio would speak for the financial crash of the organization.
Negative Outcomes:
The above mentioned de-motivating factors would lead to a disastrous outcome if not
addressed immediately by the administrative department. The issues that have been
highlighted in the previous section are the basic facilities that are required for the smooth
functioning of all the healthcare organizations. Proper infrastructure of the hospital is
mandatory to ensure the convenience of the employees as well as ensure providence of
quality care to the patients. It is critical to note here that if the policies are not reframed
and amended so as to be employee-friendly in nature, then the organization would witness
a high rate of employee turnover and at the same time would also be regarded poor in
terms of dispensing quality care (Sharma & Dhar,2016). The reputation of the hospital
would suffer a severe blow and as a result the patients would stop visiting the hospital
being influenced by the negative impression of the hospital.
Application of Herzberg’s Theory:
With respect to the existing administrative crisis, to recommend effective measures, in
order to ensure that the working force is highly motivated it is important that the case is
analysed with the specification of the Herzberg’s two factor theory of motivation
(Ozguner & Ozguner,2013). According to Herzberg employee motivation is largely
dependent on two important aspects that have been categorised under, hygiene factors and
motivation factors both of which are integral factors in terms of employee-motivation
(Yusoff et al.,2013). In this case, improving hygiene factors would include the
amendment of all the existing human resource policies pertaining to the amendment of
salary structure of the employees, stringent shift schedules, better leave policies,
maintenance of privacy ensuring restrooms for lactating employees and maintenance of

3EMPLOYEE MOTIVATION
clear hierarchal structure to ensure healthy work atmosphere. The motivational factors
would comprise of providing adequate opportunities to all the professionals in terms of
providing ownership of a certain case to execute independently, provide growth
opportunities in terms of promotion with regard to commitment towards work, adequate
training opportunities for the development of skill-set of the workers and most
importantly to recognize the contribution of the employee by means of either introducing
incentives or feedback rating (Beukes & Botha,2016). Amendment of these procedures
would contribute largely in the reflection of job-satisfaction in the employees, thereby
also contribute in the success rate and growth of the organization (Karatza et al.,2016).
Developing a conceptual communication-framework:
In accordance to my perspective of conceptually understanding the scenario, my
recommendation would focus on reframing the managerial policies and ban of any gossip
culture. As the director of the Kaluyu Memorial hospital, I would incorporate measures to
be extremely stringent with the work culture that would not entertain the prevalence of
any dominating behaviour on any professional or the occurrence of any employee-
conflict. In case of any conflict, the victimized employee could send a mail to the higher
authorities to get the grievance addressed methodically. Regular conduction of workshops
for skill-development would be organized to ensure that each employee is awarded an
opportunity to shape their potential and contribute towards the welfare of the
organization. Shift timing would be divided into stringent 8 hour shift, so that employees
get ample amount of quality time with their family members. ‘Gossip-culture’ or
prevalence of ‘work-bullying’ would not be entertained with imposition of heavy-penalty.
In order to facilitate automated or digitalised medical history recording and
documentation, infrastructure of the hospital would be improvised (Phichitchaisopa &
Naenna,2013). Weekly meetings with the managerial post holders and the employees

4EMPLOYEE MOTIVATION
would be held regularly so as to address all the grievances of the workers appropriately
and ensure smooth flow of communication and the meetings would be carried out in
accordance of a horizontal approach irrespective of the organizational hierarchy. Quality
work by the workers would be appreciated in form of bonus-pay or incentives that would
contribute largely in motivating the employees to work harder. In case of a critical
emergency, employee who need to work for a night duty would be entitled to 24-hour
leave in order to ensure that the worker is well rested the next time he comes to work.
Improvement in infrastructure would not only involve technological advancement but
also providence of hygienic and safe restrooms for employees and clean washrooms for
the female employees. Once in a month, social events organized by the organization
would help in reduction of stress-levels of the employees and also ensure development of
a better relationship between other employees.
Expected Improvement:
On strictly adhering to the recommendations listed above, within a span of 52 weeks,
the organizational culture would improve significantly thereby reducing the possibility of
employee turnover or deterioration in dispensing quality care to patients because studies
reveal that employee satisfaction largely depends on the organizational culture in the
service industry.

5EMPLOYEE MOTIVATION
References:
Beukes, I., & Botha, E. (2013). Organisational commitment, work engagement and meaning
of work of nursing staff in hospitals. SA Journal of Industrial Psychology, 39(2), 1-
10.
Chen, S. Y., Wu, W. C., Chang, C. S., Lin, C. T., Kung, J. Y., Weng, H. C., ... & Lee, S. I.
(2015). Organizational justice, trust, and identification and their effects on
organizational commitment in hospital nursing staff. BMC health services research,
15(1), 363.
Karatza, C., Zyga, S., Tziaferi, S., & Prezerakos, P. (2016). Workplace bullying and general
health status among the nursing staff of Greek public hospitals. Annals of general
psychiatry, 15(1), 7.
Mosadeghrad, A. M. (2014). Factors influencing healthcare service quality. International
journal of health policy and management, 3(2), 77.
Ozguner, Z., & Ozguner, M. (2014). A managerial point of view on the relationship between
of Maslow's hierarchy of needs and Herzberg's dual factor theory. International
Journal of Business and Social Science, 5(7).
Phichitchaisopa, N., & Naenna, T. (2013). Factors affecting the adoption of healthcare
information technology. EXCLI journal, 12, 413.
Sharma, J., & Dhar, R. L. (2016). Factors influencing job performance of nursing staff:
mediating role of affective commitment. Personnel Review, 45(1), 161-182.

6EMPLOYEE MOTIVATION
Yusoff, W. F. W., Kian, T. S., & Idris, M. T. M. (2013). Herzberg’s two factors theory on
work motivation: does its work for todays environment. Global journal of commerce
and Management, 2(5), 18-22.