The link between motivation, job satisfaction, and positive organizational outcomes is clear, but how to promote that link as a leader/manager is not as clear. Quint Studer (2003), a management consultant, provides some direction in this regard. He says that leaders must become “Fire Starters,” or people who have the passion to keep an organ-ization going. Fire Starters are those who use specific strate-gies (some focusing on employee satisfaction) to promote organizational success. One such strategy Studer names
“Rounding for Outcomes.” As a leader/manager, instead of going on patient rounds, go on employee rounds. Ask your coworkers what they need in order to do their jobs well.
Show nurses, unlicensed personnel, and physicians that you are approachable and will work hard to provide the tools necessary to do a good job. On employee rounds, build rela-tionships with employees; ask about families, school, and other items of interest to them. Ask what is going well for them in the job and what they need to do the job better.
Focus on the positive to help structure a climate that is focused on improvement, not negativity. Show apprecia-tion, and thank people when they do a good job.
Studer (2003) suggests that after rounding for outcomes with employees, leaders should round for patient outcomes.
Bring employees into the process, and ask them for patient updates before entering patient rooms. In addition to ing patients if they have any concerns, Studer suggests ask-ing patients, “Is there anyone you would like to recognize for a job well done?” Effective communication is one key to job satisfaction for nurses. Managers should discuss openly with staff both positive and negative findings from rounds.
Studer’s recommendations are aimed at inpatient organi-zations, yet his template could be used in ambulatory set-tings as well. Managers could survey clients via telephone or when clients present for services.
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Let’s Talk
1.Think of a time when you have been very satisfied with a job you have held. What made that job satisfying? Also think of a time when you have been dissatisfied with a job you have held. What made that job dissatisfying?
2.Think of a manager for whom you have worked.
What did the manager do to promote job satisfaction among the employees in the organization?
3.Identify a nursing unit where you know good patient care is given. Discuss what factors in the environment promote the delivery of high-quality patient care. Pay particular attention to how the leader motivates the employees on the unit.
NCLEX Questions
1. According to Herzberg’s theory, which job factor would be considered a motivator?
A. Money.
B. Vacation policies.
C. Quarterly parties.
D. Recognition of achievement through a clini-cal ladder.
2. Which theorist helps a manager understand why an employee who does not feel safe on the job cannot perform his or her job duties well?
A. Maslow.
B. Herzberg.
C. Vroom.
D. Alderfer.
3. Joe, the nurse manager for CCU, counsels Registered Nurse Bob about his errors in chart-ing and tells Bob that the next time an error is made, a formal warning will be put in his per-sonnel file. Bob does not make any more errors.
Which theorist helped Joe to frame his discipli-nary action?
A. Maslow.
B. Herzberg.
C. McClelland.
D. Vroom.
4. Which employee is most likely to be a represen-tative of Generation X?
A. Mary, who has worked at the hospital for 10 years and would not think of quitting.
B. Sue, who is motivated by money and will change jobs when she is no longer chal-lenged.
C. Bill, who is a hands-on learner and likes teamwork.
D. Jeff, who always wants to know why an action is being taken.
5. Which core job characteristic promotes job satis-faction for nurses?
A. Rigid rules.
B. Autonomy in decision making.
C. Hierarchical decision making.
D. Lack of communication with physicians.
6. According to Herzberg, a nurse is apt to leave a job if:
A. Interpersonal relationships with coworkers are bad.
B. Opportunities for promotion are rare.
C. Achievements are not recognized.
D. No clinical ladder is available.
7. Research by Aiken et al. on magnet hospitals shows:
A. Job satisfaction has no impact on an organi-zation’s effectiveness.
B. Magnet hospitals have high turnover rates.
C. Job satisfaction is positively related to posi-tive patient outcomes.
D. Job satisfaction is not related to turnover rates.
8. Which statement might have been made by a manager who espouses the Theory X approach to management?
A. “Employees on my unit are very goal-directed and need little supervision to get the job done.”
B. “Susie is a great worker, and I like to give her challenging things to do.”
C. “Most of my employees only work for the money and will do what is right only if I dis-cipline them.”
D. “I work hard to get employees to go back to school.”
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9. Which manager uses a transformational leader-ship style to motivate employees?
A. Dick, who works daily to get the task done and gives “to do” lists to employees.
B. Martin, who is known for seeing that a thor-ough job is done and done correctly.
C. Emily, who focuses on goal setting and rewards goal achievement.
D. Jeanette, who is optimistic and makes a con-scious effort to be a good role model.
10. Which statement best describes which theoret-ical perspective nurse managers should use to motivate their employees?
A. Each employee has individual needs, so no one theory applies to all employees.
B. Each employee has individual needs, but providing for autonomy and growth is sup-ported by a number of theories.
C. If a manager uses Herzberg’s theory, most employees will be satisfied.
D. A manager should use the theory that makes the most sense and fits his or her personal style.
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