Grand Canyon University -MGT 605 DQ3 1-2 Already Passed

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What is the current design of your job? Assume that the opportunity arose for you to utilize the idiosyncratic deals (i-deals) in redesigning your job. What would you do to make your job inherently ... more motivating? How would you design the feedback and reward systems in the new job? Be sure to include comments on two content theories and two process theories and highlight the significance of each theory. Currently, my position of a supervisor at the local hospital is designed and approved for sufficient amount of autonomy to allow me for modeling my stance and positions of other team members as needed. Consenting me the option to modify my job responsibilities is a privilege my employer has given me after I had time to prove my nursing abilities through related dexterity. Outside of my supervisory role, I also assist team nurses with bedside procedures, schedule patient appointments if necessary, check-in hospital consumers, and perform various tasks requested by hospital physicians. Until recently, my management team consisted of two people, the supervisor and a charge nurse. A few months ago, we created the two lead nurse positions as I was able to redefine everyone’s role based on their personal strengths and weaknesses. About a month ago, my counterpart decided to leave our organization and relocate to another state. This situation was a perfect call to practice and apply idiosyncratic deals that would be of benefit to all. For a small increase in pay, I decided to offer to take both management roles and help fulfill the position of a missing charge nurse. My request was denied by the upper management in order to preserve company’s integrity and maintain their structure of the climbing ladder process. My offer was focused on becoming more affiliated with the organization and to increase my interest in the company as I felt this approach would provide me with more challenging opportunity and without disregarding that hard work pays off. By mastering the concept of challenge, making progress toward the related situation and saving the company from struggle while improving job satisfaction would be the strategies related to my overall stimuli and as need theories of motivation. As described by David McClelland’s Need Theory, the concept clarifies the need for success and promoting change as “…physiological or psychological deficiencies that arose behavior” and “To overcome obstacles and attain a high standard” (Kinicki, & Kreitner, 2003, p.206-209). On the other hand, I also affirm that Herzberg’s Motivator–Hygiene Theory highlights my inherent motivational strategy as it illustrates that “Job satisfaction was more frequently associated with achievement, recognition, characteristics of the work, responsibility, and advancement” (Kinicki & Kreitner, 2003, p.211). By adapting to my new job responsibilities and adding motivators into my scope of practice, my action would also arouse enthusiasm within other team members toward their responsibilities and increased occupational accomplishments. The Victor Vroom’s Expectancy Theory, applies to process of motivation that describes the “… belief that a particular degree of effort will be followed by a particular level of performance (Kinicki & Kreitner, 2003, p.218). With my applied effort, the team members will stay motivated This study source was downloaded by 100000831988016 from CourseHero.com on 03-25-2022 15:45:53 GMT -05:00 https://www.coursehero.com/file/24956483/DQ3-1-2docx/ through expected results of the final decision and based on the amount of practical determination and the strength of belief. While staying familiar with their leader who increases their selfesteem, self-efficacy, and is familiar with their past work successes while offering assistance, the team member’s expectancy process will be based on their effort toward performance. By Motivating Employees through Job Design, it illustrates my internal desire for flexibility in my position and to take on more responsibilities in the new conjoined role of the supervisor-charge nurse. “Job design, also referred to as job redesign, “refers to any set of activities that involve the alteration of specific jobs…” (Kinicki & Kreitner, 2003, p.225). References Kreitner, R., & Kinicki, A. (2013). Organizational behavior. (10th ed.). New York, NY: McGraw-Hill/Irwin. So what is your inherent motivational strategy and how does it specifically and directly associate with achievement, recognition or the other aspects of Herzberg's Theory? “On the other hand, I also affirm that Herzberg’s Motivator–Hygiene Theory highlights my inherent motivational strategy as it illustrates that “Job satisfaction was more frequently associated with achievement, recognition, characteristics of the work, responsibility, and advancement” As Herzberg was constructing his motivational theory which was based on the research of accountants and engineers, he was searching for the factors that apply to their overall job fulfillment and related disappointments (Kreitner, & Kinicki, 2013, p.211). Since all the motivational aspects of his theory were associated with “the content of the task being performed,” they closely reflect on my dedicated effort and routine in accomplishing my duties. My probability of dissatisfaction was related to the tasks that would undoubtedly pile up if not addressed on time where family/patient satisfaction would never be adequately achieved. My success was connected to my dedicated effort to avoid negative atmosphere and help with charge nurse responsibilities to make my team function to the best of their abilities, where my recognition was associated with working long hours and feel appreciated for my dedication and willpower to help. My responsibility was attached to leading others while overseeing the overall of nursing care and by staying in touch with families and their ill loved ones to create the welcoming and warm environment. As I stated earlier, “By adapting to my new job responsibilities and adding motivators into my scope of practice, my action would also arouse This study source was downloaded by 100000831988016 from CourseHero.com on 03-25-2022 15:45:53 GMT -05:00 https://www.coursehero.com/file/24956483/DQ3-1-2docx/ enthusiasm within other team members toward their responsibilities and increased occupational accomplishments.” References Kreitner, R., & Kinicki, A. (2013). Organizational Behavior (10th ed.). New York, NY: McGraw-Hill/Irwin. In his theory, Herzberg describes dissatisfaction as a byproduct of job events and organizational environment where the factors that lead to job satisfaction are detached and diverse from the ones that bring job dissatisfaction. He explains that managers are responsible for inadequate hygiene factors of “…company policy and administration, technical supervision, salary, interpersonal relations with one’s supervisor, and working conditions…” all being associated with job discontent and unhappiness within employees (Kreitner, & Kinicki, 2013, p.211). His theory classifies those aspects as non-motivational but not contradictory to motivational factors either by explaining that job satisfaction and job dissatisfaction are not opposite from each other. By alleviating the factors of dissatisfaction, the improvement will not generate happiness nor will the factors of job satisfaction eradicate job dissatisfaction. For instance, if we work in an intimidating work environment, a job promotion will not make employees feel satisfied, and if we model a welcoming atmosphere and not provide satisfaction, employees again will not be fulfilled. Therefore, without dissatisfaction, we can create concord and harmony but never improve and increase employees overall job performance (Kreitner, & Kinicki, 2013). References Kreitner, R., & Kinicki, A. (2013). Organizational Behavior (10th ed.). New York, NY: McGraw-Hill/Irwin. Nursing jobs in overall are extremely challenging. Nursing schedule and quality of life is psychologically exhausting. Nurses usually work 12-hour shifts and spend that time on their feet with a lot of on call and extra hours. To balance work and family life, nurses struggle every day while mental exhaustion and job-related stress are common factors. Nursing shortage complicated this issue even more and prompted government and the society to encourage and persuade new candidates into the nursing profession. The current issues in health care will probably never go away, but with a growth of the nursing profession, we should be able to see better values and more healthcare services. In combining supervisor-charge nurse position, my flexibility in taking more responsibilities would serve others as a performance motivator and intensify their self-esteem and clinical effort. As explained by Kreitner and Kinicki (2013), “… motivation represents those psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal directed.” References This study source was downloaded by 100000831988016 from CourseHero.com on 03-25-2022 15:45:53 GMT -05:00 https://www.coursehero.com/file/24956483/DQ3-1-2docx/ Kreitner, R., & Kinicki, A. (2013). Organizational Behavior (10th ed.). New York, NY: McGraw-Hill/Irwin. By displaying confidence and trust, we can open our door toward mutual respect, independence, and succeed in sharing new ideas. While providing resources and necessary support to employees, unit managers are kept accountable for the quality of patient care and can be held liable for any occurrence of adverse events. With their healthy attitude and effort, leaders must continually strive for the improvement of clinical care and safe practice outcomes (Parand, Dopson, Renz, & Vincent, 2014). With their complete dedication, managers can easily assess every situation and determine appropriate action by predicting the consequences and risks associated with their decision-making strategy. By becoming adaptive in nature and knowledgeable in balancing their leadership skills, managers can also resolve various challenging matters and help employees succeed in patient-centered goals (Bleich, & Kist, 2015). Since the quality of patient care starts before the patient is even admitted, the success of implementing a process of safe care can display that we care about our hospital consumers and strive for excellence by achieving patient and employee satisfaction. References Bleich, M. R., & Kist, S. (2015). Leading, managing, and following. In P. S. Yoder-Wise (Ed.). Leading and managing in nursing (6th ed., pp. 2-22). St. Louis, MO: Elsevier. Parand, A., [Show More]

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