Sample HR Management Paper on Healthcare Leaders and Worker Motivation

Part A
In modern times, human resource management has relentlessly transformed incredibly,
especially in corporations that are going global because of the aggregate demand to hire and
retain the industrious workforce (Sandhu et al., 2017). Therefore, a leader’s role in managing
employees has not only shifted towards developing and implementing effective performance
management systems but also integrate these systems with effective processes that motivate
employees towards retaining them in the organization. The best tools employers use to motivate
their employees include providing them with incentives, offering them career development
opportunities, communicating better, performance appraisal, and an appropriate reward system.
According to Maslow's theory of motivation, employees often desire to be promoted,
complete a special responsibility, learn other duties and job descriptions or otherwise expand
their proficiency in some way (DuBrin, 2011). Motivation entails the psychological process that
focuses on stimulating persistence of voluntary actions and excitement that moves employees
towards realizing a shared purpose. Abraham Maslow proposed that motivation is a product of
an individual’s efforts to fulfill their five basic needs. These needs comprise of self-actualization
needs, esteem, social, safety, and physiological needs. Maslow believed that the five needs

potentially create internal pressures that subsequently influence individuals’ behavior. While
physiological needs encompass the needs that humans require for survival including sleep,
clothing, shelter, water, and food; safety needs comprise of the needs that provide individuals
with a sense of well-being and security such as protection from workplace accidents, good
health, financial security and personal security (Sandhu et al., 2017). Similarly, social needs
provide people with a sense of acceptance and belonging to the society. In contrast, esteem needs
to involve a person’s need for respect and self-esteem, whereby self-respect is more significant
than a person’s urge to gain admiration and respect from their fellow workers. Self-actualization
needs are the highest on the Maslow’s needs pyramid and entail an individual’s desire to reach
their full potential.
What motivates me to complete my work is the performance appraisal and constructive
feedback that I receive after completing tasks that my seniors assign me. At my workplace,
supervisors and administrators use constructive feedback as a mechanism to control the
employees’ job performance. Giving constructive feedback in the workplace is crucial for an
organization to achieve effective performance management. It is a proactive strategy that ensures
that workers are performing by the organizational objectives (Behera, 2019). When implemented
appropriately, constructive feedback enhances team cohesion, high-level performance, and
creates better morale, thus directing positive change among the employees (Bee et al., 2010).
However, if not implemented correctly, it would lead to negative outcomes like reduced synergy,
reduced quality, reduced productivity, false perception, higher turnover rates as well as
absenteeism among the workers (DuBrin, 2011). Constructive feedback within the workplace
setting by clarifying expectations, improving team relations, and assisting professional growth
through enhanced performance. Consequently, constructive feedback within a hospital setting is

crucial, especially in situations that require corrective guidance, follow up on mentoring
discussions in addition to giving specific performance indicators.
Healthcare managers recognize the idea that performance management is essential to
achieving employee appraisal and reward aspects. Savaneviciene & Stankeviciute (2012) affirm
that performance management is all about developing a culture that ensures groups and
individual employees embrace the responsibility for their behavior, contributions, and skills as
well as the constant development of business procedures. An organization culture that fosters
interaction, synergy, and corporation among employees is crucial in helping workers motivate
themselves. Moreover, the healthcare organization has identified the need to align their basis of
performance management with upholding and improving the quality of interrelationships among
employees and between managers to build confidence and trust in the entire organization
(Sandhu et al., 2017). Considerably, an employee's appraisal is directly or indirectly relying on
individual performance whereby HR's performance evaluation and appraisal standards for most
hospitals entail the valuation of employee behavior or attributes trustworthiness, punctuality,
integrity, productivity, and apt execution of tasks and objectives, and productivity.
Part 2
Today, the management’s role in business is increasingly shifting towards developing
strategies that focus on enhancing employee productivity. Employee productivity is crucial for
the success of an organization. Productivity in the workplace environment helps companies to
increase and utilize the capacity of their human resources at their disposal. Managers employ
performance systems to monitor and control the employee’s job (DuBrin, 2011). Based on the
motivational test results, it is evident that some needs are more important and occupy a higher
level of the Maslow’s Need’s hierarchy compared to others. The results of the test suggest that

the top three most important needs comprise of people’s drive to complete tasks, fun-seeking
activities, and reward responsiveness.
The needs at the workplace differ from those at home in that we encourage and motive
each other at the workplace compared to when I am alone at home. Most of the needs at the
workplace tend to be “group-related” since we all work towards a shared purpose. For example,
while at the workplace setting, the organization I work for has introduced performance appraisal
tools in which they appreciate the employees who demonstrate high productivity, either weekly
or monthly. These mechanisms have collectively ensured that the employees are highly
motivated and committed to increasing their productivity in addition to improving their job
satisfaction. People are usually motivated to get up every day and go to work due to job security
and job satisfaction they obtain from their employment (Zingheim et al., 2017). Job satisfaction
represents a positive emotional or pleasurable state emanating from an employee's appraisal of
their work, while organizational commitment reflects the emotional responses that workers have
towards their company (Hamid, 2013). This implies that, although employees might exemplify
positive emotions towards the organizational objectives and values, they could still be unsatisfied
with their job. Thus, requiring them to motivate themselves towards fulfilling their drive to
complete tasks, fun-seeking activities, and their reward responsiveness.
Significantly, I satisfy the needs at the workplace by attending the regular into their
programs of employee-career development such as special duties, job enrichment, and cross-
training as a means of satisfying the workers' higher-level needs. These programs not only serve
as a vital instrument to increase productivity, but also a mechanism through which the managers
can evaluate the competency of their employees (Zingheim et al., 2017). The training and
development programs at the firm are designed in a way that increases employees’ skills towards

delivering customers with exemplary customer service. The training and career development
programs at the facility have significantly improved my interpersonal and interprofessional skills
while interacting with patients and physicians. Accordingly, the career development program at
the company. The embraces a customer-centered approach, which has, in turn, developed the
employees’ customer concierge approach.
Alongside job security, another aspect that drives people to wake up and go to work is the
compensation and benefits that they obtain from employment. Compensation and benefits are
critical for the survival of any organization since they keep the workers motivated towards
productivity. Human resource managers set wages for employees according to the job
description (Zingheim et al., 2017). From an employee's perspective, the most appropriate
meaning of compensation is a reward as workers get motivated to improve their productivity
from the rewards they receive (Balkin & Gomez‐Mejia, 2014). Moreover, they believe that the
term “reward” is most appropriate since it affords them other benefits besides wages or salaries,
including health coverage packages, insurance, sick-leave as well as vacation (Sadri and Bowen
2011). Equally, the contemporary healthcare system, hospital administrators have developed the
need to attract and retain highly competent employees. These facilities are not only proud of the
core values and customers, but also the role employees play in bettering service provision
through quality healthcare delivery. While the healthcare system strives to offer its workforce
with outstanding work experience, medical facilities are increasingly embracing the fact that
employee satisfaction minimizes staff turnover (Hamid, 2013). Therefore, it is evident that
unsatisfied workers would quickly exit the company in pursuit of career development or better
standards of employment in other organizations.

From Abraham Maslow’s worker’s needs are classified and defined in a pyramid
whereby they typically strive towards fulfilling the needs from the lowermost to the topmost.
The growth stage of Maslow’s pyramid of needs comprises of needs such as self-esteem, a sense
of belonging, and self-esteem. In a workplace setting, employees are driven to improve their
productivity when they appropriately respond to the company’s reward system, which fulfills
their physiological needs. Subsequently, upon fulfilling their physiological needs, employees
then develop the urge to obtain a sense of belonging and self-esteem, which is usually derived
from the firm’s performance management and appraisal systems.

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Employees. Reflektive Website.
DuBrin, A. J. (2011). Essentials of management. Cengage Learning.
Hamid, J. (2013). Strategic human resource management and performance: the universalistic
approach-case of Tunisia. Journal of Business Studies Quarterly, 5(2), p.184.
Savaneviciene, A., and Stankeviciute, Z. (2012). Human resource management and performance:
From practices towards sustainable competitive advantage. In Globalization-Education
and Management Agendas. InTech.
Sandhu, M.A., Iqbal, J., Ali, W., and Tufail, M.S. (2017). Effect of Employee Motivation on
Employee Performance. Journal of Business and Social Review in Emerging
Economies, 3(1).
Zingheim, P. K., Schuster, J. R., & Dertien, M. G. (2017). Compensation, reward, and retention
practices in fast-growth companies. World at Work Journal, 18(2), 22-39.