Professional Documents
Culture Documents
Project Paper Submitted in Partial Fulfillment of the Requirement for the Degree of Master of Business Administration Human Resources
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ABSTRACT
This project explores the effects that motivation has on the job performance of nurses. Several need and motivation theories have been discussed in the study to clarify what might affect the motivation of nurses. The results showed that nurses who are more motivated in their jobs are more satisfied with their performance, and less likely to leave the profession, but negatively affects the performance if the nurses are de-motivated. It is also focuses on the dissatisfaction factors that cause nurses to leave the profession such as, workplace violence, workplace hazard and injuries, long working hours, effect of night shift, shortage problem, feeling under paid, unreasonable workload and lack of appreciation.
The findings from this study provide information as to what changes can made so that nurses are more motivated in their profession.
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I have read the student research proposal and I'm satisfied that it is in line with the CGS Guideline for Writing Project Proposal. It is also free from major grammatical errors, sentence construction weaknesses, citation and others. Supervisor's Signature: ____________________
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Appendix IV
DECLERATION
I hereby declare that this project paper is the result of my own work, except for quotations and summaries which have been fully acknowledged.
Signature: _________________
Date: ________________
1. Project Title: Motivation and Its Effect on Performance on Nurses in Aramco Health Center 2. Research Objectives: 3. Proposal Research Methods: i. Research Design ii. Research Analysis iii. Data Collection
PART C: FACULTY INPUTS 1. Topic Chosen: Acceptable/ not acceptable: ___________________ 2. Suggested Supervisor for the Student: ____________________
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I have read the student research proposal and I'm satisfied that it is in line with the CGS Guideline for Writing Project Proposal. It is also free from major grammatical errors, sentence construction weaknesses, citation and others. Supervisor's Signature: ____________________
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ACKNOLWEDGMENT
I would like to express my gratitude to all those who gave me the possibility to complete this project. This work would not have been possible without the support and encouragement of my supervisor Dr. Anwar Al Jawder, under whose supervision I chose this topic and began the project. He has also assisted me in numerous ways, including offering resource books allowing me to read the needed valuable data. I cannot end without thanking my family, my parents for their endless trust, encouragement, love, and support throughout my life. I am grateful also to my husband for his constant courage and confidence that inspire me, and I have relied on throughout my time at the University. It is to them that I dedicate this work.
Hala Al Jishi
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TABLE OF CONTENT
Chapter one..1 1. Introduction2 1.1 Background of the study.2 1.2 Research Problem...3 1.3 Objective of the study..3 1.4 Limitations.3 Chapter Two..4 2. Literature review.5 2.1 Introduction...5 2.1.1 MARS Model..5 2.1.1.1 Motivation6 2.1.1.2 Employee Ability.....6 2.1.1.3 Role Perception..7 2.1.1.4 Significant Factors..7 2.2 Motivational Theories..7 2.2.1 Maslow's Theory...8 2.2.2 ERG Theory..10 2.2.3 Tow Factor Theory....10 2.2.3.1 Hygiene Factors10 2.2.3.2 Motivation Factors.11 2.2.4 Acquired Need Theory13 2.2.4.1 Need for achievement..13 2.2.4.2 Need for affiliation.13 2.2.4.3 Need for power..14 2.3 Comparison of the four needs theories..15 2.4 Process Theories of Motivation...15 2.5 Performance...16 2.6 How dose Motivation Affect Performance.16 2.6.1 Motivation Formula.16 2.7 Why to motivate nurses17 2.8 Causes of de-motivation...17 2.8.1 Work place violence...18 2.8.2 Work place hazards and injuries..18 2.8.3 Long working hours ...19 2.8.4 Effect of night shift..19 2.8.5 Shortage and turnover problem....19 2.8.6 Feeling underpaid....20 2.8.7 Lack of appreciation....21 2.9 Factors Affecting Motivation and Performance.....23 2.10 Relationship between Motivation and Performance of Nurses.23 2.11 How employee Motivation affects Employee Performance...24 2.12 Types of Rewards25 2.12.1 Monetary25 2.12.2 Non- monetary>25
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Chapter Three.26 3. Research Methodology...27 3.1 Research Design...27 3.2 Research Analysis....27 3.3 Data Collection..27 3.4 Data Sampling...28
Chapter Four....34 4 Data Analysis and Results...............................................................................34 Chapter Five..53 5. Discussion and Recommendation..53 5.1Discussion.54 5.2Recommendation.54 Chapter Six........................................................................................................55 6. Summery and conclusion56
List of Figures:
Figures 1: Mars Model of Individual Behavior Figures 2: Internal forces that affect a persons behavior: Figures 3: Hierarchy Needs of Abraham Maslow's Figures 4: Two Factors Theory Figures 5: McClellands Acquired-Needs Figures 6: Process Theories Of Motivation Figures 7: Relationship Between Motivation And Performance Of Nurses
List of Tables:
Table 1: Table-1: Classification Of The Herzberg's Two Needs Factors Table 2: Table-2: Comparison of The Four Needs Theories
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Motivation is the key of a successful organization to maintain the continuity of the work in a powerful manner and help organizations to survive. Motivation is finding a need inside the employees and help to achieve it in a smooth process. Motivating the staff leads to broaden their skill to meet the organizational demands.Each manager should have the responsibility to work with the staff to find out their individual needs and put them side by side to the organization needs. Dissatisfaction also, might work as guidance for the manager to explore the need of the staff and start with it to motivate them and attract them to do better performance. Motivation drives the human beings to reach their goals and organization goals through every challenge and constraint they face in their workplace; considering it as an advantage to go ahead in the direction they have put for themselves. The need of achievement always results in a desire to do extra effort to have something done butter, and have the desire for success. The manager should motivate the employees to get things done through them without asking them what to do. Motivation creates a productive employee who saves time and effort. The motivated employee volunteers to do more than what is expected and more successful achievement than others. Such employee could be a good recourse and a model to be followed by other staff and adds positive input to the work within the organization. It is not just the matter of how motivated the staff are, but also how prepared they are for the job. Good performance depends on whether staff able to do things, or whether they are welling to do things. The level of performance depends on the level of motivation that stimulates someone to work and carry out the necessary tasks to achieve the goals. The managers have to learn to place the right person in the right place. A person should be given the role where they can use their skills and abilities and be concentrated towards the organization's goals and personal goals. Misplacements can cause dissatisfaction, less motivation, less concentration that leads to turnover and shortage of staff, commitment of mistakes, and loss to the organization. The motivation is important in any workplace and it is personal and different for each employee. Depends on different needs; different strategies will be created to satisfy these needs. Several need and motivation theories have been discussed in the study to clarify what might affect the motivation. So, without motivation nothing unique will ever happen that allows the organization to specialize with its production.
In the project the nursing organization was chosen because it is a sensitive career that affects patient's life; if it dose not given the important consideration that is supposed to be.
1.4 LIMITATION
The results of this study clearly showed that there were motivational effects on the performance of the nurses. There was limited time to have face to face meeting to explain any confusion with the questionnaires. There was some difficulty getting the nurses answer the survey questions because of their workload and the responsibility they have. Some nurses were unsure if it is legal with the company to answer such questions through their e-mail or to give true answers that might affect their job.
Motivation
Role perception
Stress
These factors are highly interrelated in organizations. Unless all of the elements of the MARS model are satisfied, employee behavior and performance will be affected and negatively impacted. For example, enthusiastic and employee with high motivation level who is skilled in running the work (ability), and understands the job duties (roles perception) well, will not be able to perform their job well if there is a lack of the adequate and sufficient resources (situational factors). 2.1.1.1 Motivation The word motivation is derived from the word motivate which means to move, or to act to satisfy a need or want. Any consideration, idea or object prompting the individual to act or move to do what needs to be accomplished is what motivation is. Motivation may therefore be defined as a willingness to exert effort to achieve a goal or objective for rewards. Internal forces that affect a persons voluntary choice of behavior: 1. Direction: is directed by goals 2. Intensity: is the amount of effort allocated 3. Persistence: is the amount of time that effort is exerted
Direction
Intensity
Persisten
2.1.1.2 Employee ability Aptitudes, skills, or personal characteristics and the learned capabilities required to complete a task successfully Job matching is to put the right person in the right place 1. Select qualified people 2. Develop employee abilities through training 3. Redesign job to fit person's existing abilities 6
2.1.1.3 Role perception It is the behavior that required to achieve the desired results The employee has to: 1. understanding what tasks to perform 2. understanding relative importance of tasks 3. understanding preferred behaviors to accomplish tasks The employer has to: 1. Provide information about tasks and priorities 2. Provide frequent performance feedback 3. Provide training on preferred work processes
2.1.1.4 Situational factor Environmental conditions that constrain or facilitate behavior 1. Time 2. People 3. Budget 4. Work facilities
Self
actualization
Esteem
According to Maslow, only a small percentage of the population reaches the level of self-actualization. The organization can satisfy its employees various needs. In the long run, physiological needs may be satisfied by the persons paycheck, but it is important to remember that pay may satisfy other needs such as safety and esteem as well. Providing generous benefits that include health insurance and companysponsored retirement plans, as well as offering a measure of job security, will help satisfy safety needs. Social needs may be satisfied by having a friendly environment and providing a workplace conducive to collaboration and communication with others. Company picnics and other social get-togethers may also be helpful if the majority of employees are motivated primarily by social needs. Providing promotion opportunities at work, recognizing a persons accomplishments verbally or through more formal reward systems and job titles are ways of satisfying esteem needs. Finally, self-actualization need may be satisfied by the provision of development and growth opportunities on or off the job, as well as by work that is interesting and challenging. By making the effort to satisfy the different needs of each employee, organizations may ensure a highly motivated workforce. The important aspect of Maslow's model is that it provides for constant growth of the individual. The individual is always striving to do things to the best of one's ability, and best is always defined as being slightly better than before. There has been a great deal of debate over Maslow's hierarchical concept of motivation. It has a basic attraction to most people because it seems to be logical, to make sense. ("Business Management Articles", April 10, 2009, <http://www.envisionsoftware.com/articles/>)
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2.2.3.2 Motivator factors They are factors that are intrinsic to the job, such as achievement, recognition, interesting work, increased responsibilities, advancement, and growth opportunities. 1. 2. Achievement Personal accomplishment or the feeling of having done a job well. Recognition Being recognized for the efforts and accomplishments of the work by receiving a company reward, promotion, or salary increase. Participation being involved in some responsibility of the work like making decisions and suggestions for the organization..
3.
4. Growth challenge of the job itself; and the chance to learn skills, acquire knowledge, and achieve development and advancement. As more varied tasks are included in the job under the job enrichment program, the work is made more interesting and challenging, the job becomes more satisfying and the employees more productive. According to Herzbergs research, motivators are the conditions that truly encourage employees to try harder. Focusing on hygiene factors will not be enough, and managers should also enrich jobs by giving employees opportunities for challenging work, greater responsibilities, advancement opportunities, and a job where their subordinates can feel successful. In applying Herzbergs Two-Factor Theory to create a high level of performance, certain measures must be adopted by management such as job enrichment or restructuring the job to make it more interesting and challenging to the worker. This application of job enrichment is popular because it can easily be adopted by all levels of management, payoffs can be realized in a relatively short time span, and it cam be measured in specific terms. These two separate needs are the need to avoid unpleasantness and discomfort and, at the other end of the motivational scale, the need for personal development. A shortage of the factors that positively encourage employees (the motivating factors) will cause employees to focus on non-job related ones. ("Business Management", articles, April10, 2009, http://www.envisionsoftware.com/articles/)
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Hygiene or Maintenance Factors (Job Environment) Extrinsic Factors Company policy and administration Supervision Interpersonal relations Working conditions
Motivation Factors (Job Content) Intrinsic Factors Work itself Achievement Responsibility Growth and advancement
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2.2.4.1
Achievers seek to appreciate frequent recognition of how well they are doing. They prefer working alone rather than in teams They will avoid low risk activities that have no chance of gain. Money is a weak motivator among these achievement, except when it provides feedback and recognition They will avoid high risks where there is a significant chance of failure. They set moderate, realistic, achievable goal.
2.2.4.2
Affiliation seekers look for harmonious relationships with other people. They tend to conform and shy away from standing out. They seek approval rather than recognition. They try to project a favorable image of themselves and take other steps to be liked by others. They support others and try to smooth out conflicts that occur in social sitting. They try to project a favorable self-image. They prefer working with others rather than alone. They enjoy lots of social activities. They seek to belong, join groups and organization.
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2.2.4.3
Power seekers want power either to control other people or to achieve higher goals. They seek to make more suggestions in meetings. They seek to help others, such as improving society or increasing organizational effectiveness. They seek neither recognition nor approval from others; only agreement and compliance. They enjoy competition and winning, and do not like to lose. They are willing to confront others.
All individuals possess a combination of these needs, and the dominant needs are thought to drive employee behavior. Heller, J., Goulet, L., Mohr, E., (2004)
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Satisfaction or dissatisfaction
Need
Rewards
The Employee
Motivation
Performance
Behavior
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2.5 PERFORMANCE
Herzberg says "Having fewer dis-satisfiers does not motivate a worker to do a good job, but only to stay in it". Worker performance clearly depends on their level of motivation, which stimulates them to come to work regularly, work diligently, be flexible and be willing to carry out the necessary tasks. The performance and quality of a health system depend on the quality and motivation of health human resources. Therefore, nurses' motivation is likely to have effects on the delivery of health services and the outcome of care and performance of work. There, low motivation and poor job satisfaction have a negative impact on the health sector, harmfully affecting job performance as well as the quality of care. The productivity of nurses is not just a matter of how motivated they are for the job, it is also a matter of how well trained and prepared they are for the job. To better understand the factors influencing the motivation and performance of nursing, we have to develop and test relevant methods of assessment, which will better help to design context-specific strategies for improvement. Aramco Health Center is using SAP System that evaluates the achievement and the performance.
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Shortages, overwork and unequal pay can lead to resentment and low morale at hospitals. This in turn undermines the quality of medical care patients receive.
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The nursing is a distinct scientific field and autonomous profession whose skilled practitioners save lives and improve patient outcomes every day in a wide variety of settings. Staff shortage is inadequate quantity of skilled nurses in clinical settings that has a significant negative impact on patient outcomes, including mortality. The nursing shortage is literally taking lives, and impairing the health and wellbeing of many millions of the world's people. It is a global public health crisis that has been reported in most countries of the world. The causes of short staffing include poor work conditions, inadequate resources for nursing research and education, nursing is mostly female nature, training of new staff and increased overtime and use of temporary agency staff to fill gaps, and the increasing complexity of health care and care technology. Turnover expresses the percentage of nurses that are lost each year through retirement, death, international migration or moving to work in another sector of the economy, or due to employees leaving for their own reasons like; career progression, overtime and use of temporary agency staff to fill gaps, better pay in a new job, or dissatisfaction in the current job. Shortage and turnover may lower quality and productivity of nursing care, due to the loss of work group efficiency and organizational performance. Various indicators can be used to assess the degree of shortages, related to both such as absenteeism, retention rates, vacancy rates and turnover.
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change beds, work hoists, bath patients, scrub dentures and wash dead bodies. Nursing must be one of the worlds most multi-sided occupations. Comparing with other health professionals and the level of responsibility nurses having, they are paid an unfair wage that is not reflecting their workload and level of responsibility. There is a huge difference between nurses salaries and those of more narrowly specialized personnel like doctors, radiology, and lab technicians. Nurses may acquire ever more skills but it does nothing to improve their status or their income. From unfair salary rankings to understaffing, nurses frustrated and distressed by a system which does not support their concerns and needs. The report of the survey that was done on some of Aramcos' nurses is showing that nurses have received lower payment on a lower grade code than other health professional 86% indicated that, they are receiving unfair salary comparing with other health staff. Nursing pay calculations would provide a basis for quantifying and rewarding a nurses range. It might also motivate them to broaden their skill base constantly to meet changing healthcare demands.
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Appreciation is an acquisition of a positive feedback. It is the innate feeling that the work of employees is valued and makes a difference to their performance. Nurses need to feel that, their profession should be seen as important to the workings of the whole team and the effort they do is appreciated. Lack of appreciation has a negative effect on stress and job satisfaction and could adversely influence staff turnover. Respect from supervisor and other staff by acknowledging their contribution, recognition of their skills, and respection for their work is consider a way of appreciation. Being part of a team and the sense of belonging is another way makes the employee feel more valued. Nursing appreciation could be a simple thank you from a patient, a respect from a co-worker, or recognition from a supervisor. (Johnson, J. A. (2009) Health Organizations, Theory, Behavior, and Development) & (Clavreul G., M., (2004), Demotivation in the Nursesing profission the Causes, Working Nurse).
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Employee's need
Performance
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2.12.1 Monetary rewards Monetary rewards are certainly the most common approaches used to improve recruitment, retention, motivation and performance. Financial rewards include direct or indirect payment such as wages or salary, bonuses, insurance, merit pay, allowances, loans and tuition reimbursement. Providing adequate and timely reward is important to guarantee the recruitment of motivated and qualified staff.
2.12.2 Non-monetary rewards There are different types of non- monetary rewards, such as work autonomy, recognition from supervisors, so employee will feel their efforts are noticed and valued. Career development and Professional growth opportunities will help employees to develop new skills, expand their knowledge, and increase their visibility within the organization, internal promotion opportunities as a long plan, and shift work flexibility.
(Kotelnikov, v., "Effective Reward Systems Increasing Performance and Creating Happier Employees" <http://1000ventures.com/business_guide/crosscuttings/motivating_reward _system.html>)
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3. RESEARCH METHODOLOGY
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1. Gender:
Male Female 5 18
Table No. 1
2. Age:
Less than 30 More than 30 11 12
Table No. 2
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0 1 5 13 4
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2 0 12 8 1
2 1 13 4 3
9. Do you think that the payment you get is fair comparing with other health workers?
Yes No 2 21
Table No. 9
30
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0 1 0 10 11
15. What has happened to your productivity in the last six months?
Stayed the same Gone up Gone down 8 13 1
Table No. 15
16. Do some nurses in your company drop out from the hospital?
Yes No 16 7
Table No. 16
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18. Do you miss some of your family's important events because of the shift work hours?
Yes No 13 1
Table No. 18
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1. GENDER:
Figure No. 1
The inquiry was made to find information about the gender of the nurses. As nursing is a female job in nature; the result showed highest number of female 78% were female nurses while the male were only 22%. Woman has major role to playing the life and they compromise their sleep to take care of their children and family tasks.
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2. AGE:
Figure No. 2
The inquiry was made to find information about the rate of the age of the nurses. The data result showed almost equal percentage of age groups, above or less than 30 years old were responded to the questionnaires. 52% of the nurses were more than 30 years old and 48% were under 30.
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3. MOTIVATION TO WORK
Figure No. 3
The inquiry was made to find how motivated the nurses with their work are. The result showed that 48% of the nurses are motivated and around 52% of them are not motivated to work. Unfortunately about half of the number of nurses are not motivated which is a large percentage. This indicates that, there is a serious problem with motivation among nursing.
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4. FACTORS OF DE-MOTIVATION
Figure No. 4
The research inquired to find out factors that might affect nurses' motivation and performance. The highest number agreed that lack of appreciation is affecting their performance more. 31% agreed that lack of appreciation is the reason of being de-motivated. 15% seen that, unreasonable workload as a factor of de-motivation. 13% feeling that their payment is unfair comparing with other health staff. 10% are suffering from shortage problem. 10% got a problem with night shift; while18% of the nurses found long working hours is a problem for them. 5% only agreed that workplace violence is a factor of de- motivation. None of the nurses are suffering from workplace hazard or injuries it could be because of the high technique used in the hospital to prevent such problems.
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Figure No. 5
The inquired was made to find out withier the employees understand their requirements or not. The highest number knows well what their requirements are it is about 57% of the nurses, 22% has a fair knowledge, 17% with highly understand the requirement only 4% with poor understanding. Understanding what the requirements are will help the employees to perform their work well.
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Figure No. 6 This inquiry showed the rate of motivation to work before practicing the work with its de-motivation factors and stresses. 61% were motivated by their certificate, while 39% were not. The result showed the difference in being motivated to work but later on this percentage has been changed from 61% to 52% as shown in Figure No. 3.
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7. JOB SATISFACTION
Figure No. 7 This inquiry showed how satisfaction the nurses are with their work. The highest rate was given as fair satisfaction which is not the rate needed to satisfy the employees to work and be creative at their work. 52% of the nurses rate their satisfaction as fair satisfaction. 35% are well satisfied with their work. 9% are not satisfied with their job. 4% are satisfied but this is a very low rate to perform a good job.
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Figure No. 8
This inquiry showed the recognition of the efforts by the boss. The busses need to recognize the work and the effort of the employees because they have an effect on the performance and the motivation of the workers. 57% feel that their boss is fair in recognizing their efforts. 17% agreed it is well recognized. 13% are highly recognized, but it is a very small number. 9% of them are not recognized which is unfair for an employee to do effort with no appreciation. 4% feel that their boss is poor in recognizing their effort.
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9. FAIRNESS OF PAYMENT
Figure No. 9
The inquired was made to find out the fairness of the payment of nurses comparing to other health workers. 91% feel that their payment is unfair which a very huge number. Only 9% are satisfied with their salary.
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Figure No. 10
The inquiry was made to find information about the reward system followed in Aramco Health Center. Monetary reward considered one of the important rewards to the nurses as seen in the figure. 57% agreed that monetary reward is important to them. 43% seen non- monetary rewards are much important to them like education, promotion or growth opportunities.
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Figure No. 11
In this inquiry, out of 23 nurses, only 14 of the results were taken into consideration because 9 of them do not work nightshift but regular working hours. The research inquired to find the effect of night shift on the nurses' mood. The nightshift affects the mood of 93% of the nurses that might affect their work. Only 7% do not feel changes in their mood because of the shift work.
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Figure No. 12
In this inquiry, out of 23 nurses, only 14 of the results were taken into consideration because 9 of them do not work nightshift but regular working hours. The research inquired to find the effect of night shift on the family. The result showed 71% of the nurses are affected by nightshift. 29% has no problem with their family because of the shift wok.
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Figure No. 13
In this inquiry, out of 23 nurses, only 14 of the results were taken into consideration because 9 of them do not work nightshift but regular working hours. The research inquired to find the effect of night shift on the nurses' work. A rate of 57% of nurses work is affected by nightshift. 43% has no affect on their work by the nightshift. Nurses work means patients life; so, it is very important to put this into consideration.
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Figure No. 14
The research inquired to find the productivity rate of the nurses. The result showed 50% are highly productive. 45% are well productive and 5% are poor in their productivity.
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Figure No. 15
The research inquired to find the rate of the productivity again, but this time in specific period of time. 59% of the result showed the rate of productivity gone up. 36% has no motivation to raise their productivity, so it is at the same rate. 5% of the result showed the rate of productivity gone down.
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Figure No. 16 The inquiry was made to find information about dropping out and turnover problem with nurses, since it is a serious universal problem. According to the result 70% of the nurses agreed that there is a dropping out problem in Aramco Health Center. 30% only do not feel dropping out as a problem in the Center.
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Figure No. 17
The inquiry was made to find out how stressed the nurses are. The result indicated that 57% has stress in their work. While 43% have no stress. The percentage of the stress rate is not an easy number. If the nurses have such rate it could affect on the patient care and the organization itself.
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Figure No. 18
The inquired was made to find out if the work shift has effect on the family or the social events. 93% of the results are affected by nightshift. Only 7% has no effect. Nightshift causes imbalance an between lifestyle and work.
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5.2. RECOMMENDATIONS
The finding of this project suggested that, it might be interesting to explore the impact of supervisory behavior on the employees. Since supervisors evaluating the work performance; further study is needed to explore the influence of supervisors' expectancies on the nurses work evaluation. The supervisor may identify goals to the employees in the beginning of the year and then to evaluate the employees according to these goals Identify opportunities to provide constructive feedback to colleagues. The opportunity of higher education or getting a new position will highly affect the motivation of the employee. Provide supportive environment for nurses who work nightshift and to formulate strategies to assist the nurses who have difficulty to work nightshift. Facilitate good team working, support, respect for the roles and contributions of others to provide a motivating work environment is another way to increase the production of the workers.
Consultation involves others in decisions which have a direct influence on their work role, especially when their opinion has the potential to make a difference. There should be an employee plays a role of the guidance and be a reference to the other employees working in the same organization. The increase in attractiveness of the career system is expected to increase the quality of performance, because it is expected to increase the motivation.
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Appendix I
Questionnaires
Gender 1. Male 2. Female Age: 1. Less than 30 2. More than 30 Are you motivated to perform well in your work. 1. yes 2. no If no, what are the reasons? (Check all apply) 1. workplace violence 2. workplace hazard and injuries 3. long working hours 4. effect of night shift 5. shortage problem 6. feeling under paid 7. unreasonable workload 8. lack of appreciation Estimate how well you understood what was required of you 1. 2. 3. 4. 5. Not Poor Fair Well High
How satisfied are you with your job? 1. Not 2. Poor 3. Fair 4. Well 5. High 57
My boss recognizes my efforts 1. Not 2. Poor 3. Fair 4. Well 5. High Do you think that the payment you get is fair comparing with other health workers? 1. Yes 2. No What might motivate you more? 1. Monetary reward 2. Non monetary reward Dose shift work affects your mood? 1. Yes 2. No Nightshift increase interpersonal conflict in your family 1. Yes 2. No Nightshift increase interpersonal conflict in your work 1. Yes 2. No How would you rate your productivity? 1. Not 2. Poor 3. Fair 4. Well 5. High In the last six months, what has happened to your productivity? 1. Stayed the same 2. Gone up 3. Gone down
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Do some nurses in your company drop out from the hospital? 1. Yes 2. No If so, what are the factors?
Do you miss some of your family's important events because of the shift work hours? 1. Yes 2. No
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REFERENCES:
Kotelnikov, v., Effective Reward SystemsIncreasing Performance and Creating Happier Employees [Online] Available from: http://1000ventures.com/business_guide/crosscuttings/motivating_reward_sy stem.html
Densten, I.L. Clarifying inspirational motivation and its relationship to extra effort, Leadership & Organizational Development Journal, 23/1, 40-44, Emerald [Online] Available from: http://www.emeraldinsight.com/Insight/viewPDF.jsp?contentType=Article&File name=html/Output/Published/EmeraldFullTextArticle/Pdf/0220230104.pdf Abdalkader, R., Hayajneh, ,F., Effect of Night Shift on Nurses Working in Intensive Care Units at Jordan University Hospital, European Journal of Scientific Research ISSN 1450-216X Vol.23 No.1 (2008), EuroJournals Publishing, Inc. [Online] Available from: http://www.eurojournals.com/ejsr_23_1_07.pdf Johnson, J. A. (2009) Health Organizations, Theory, Behavior, and Development, 1st edition, Sudbury: Jones and Bartlett, LLL MA McShane, S. L., & Von Glinow M., A., (2005), Organization Behavior, 3rd edition, The McGraw Hill companies, NY 140-147
Barboza J.I., Moraes, E.L., Pereira, E. A., and Reimo, R. N., ( 2008), Evaluation of the Sleep Pattern in Nursing Professionals Working Night Shifts at the Intensive Care Units [Online] Available from: http://apps.einstein.br/revista/arquivos/PDF/927-Einsteinv6n3p296-301.pdf
Clavreul G., M., Demotivation in the Nursesing profission the Causes, Working Nurse March, 29, 2004 [Online] Available from: http://www.clavreul.org/2004-Archive.php
Leadership/management, management and leadership theories, models and gurus [Online] Available from: http://www.businessballs.com/leadershipmanagement.htm
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Business Management Articles, April 10, 2009 [Online] Available from: http://www.envisionsoftware.com/articles/
Heller, J., Goulet, L., Mohr, E., (2004), "Mastering motivational theories", [Online] Available from:http://findarticles.com/p/articles/mi_hb3325/is_1_8/ai_n29089793/pg_2/? tag=content;col1 Carter, S., Shelton, M., The Performance Equation What makes truly great, sustainable performance?, Apter Development LLP (2009) [Online] Available from: <http://www.apterinternational.com/articles/PerformanceEquationArticle0609. pdf>
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