chapter 3

Managers are continually challenged to motivate a workforce to do two things. The first is to motivate employees to work toward helping the organization achieve its X. The second is to motivate employees to work toward achieving their X goals. Meeting the needs and achieving the goals of both the employer and the employee are X endeavors for managers in many types of organizations. This can be particularly challenging in health care organizations due to the X nature of health care X, the health care X system, and the X workforce. Health care workers have a wide range of skills, from highly trained clinical staff like physicians and nurses to support staff with less specialized training (see Chapter 11 for more on this topic). To be effective, health care leaders need to be able to manage and X this wide array of employees.

Managers are continually challenged to motivate a workforce to do two things. The first is to motivate employees to work toward helping the organization achieve its goals. The second is to motivate employees to work toward achieving their personal goals. Meeting the needs and achieving the goals of both the employer and the employee are difficult endeavors for managers in many types of organizations. This can be particularly challenging in health care organizations due to the complex nature of health care services, the health care delivery system, and the diverse workforce. Health care workers have a wide range of skills, from highly trained clinical staff like physicians and nurses to support staff with less specialized training (see Chapter 11 for more on this topic). To be effective, health care leaders need to be able to manage and motivate this wide array of employees.

Motivation—The Concept

Webster’s New Collegiate Dictionary (Merriam-Webster, 2024) defines X as “something (a nX or dX) that causes a person to X.” X, in turn, means “to pX with a X,” and X is “the X or X of X” (p. 774). Thus, X is the act or process of providing a need or desire that causes a person to take some action. Motivation usually starts with a X that causes a person to X in a certain way. When that behavior fulfills the original need, it leads to a X or X. This definition raises several questions.

What Are Rewards?

Rewards can take two forms. They can be intrinsic/internal rewards or X/external rewards. X rewards are derived from within the individual. For a health care employee, this could mean taking pride in and feeling good about a job well done (e.g., providing excellent patient care). X rewards pertain to those reinforcements that are given by another entity, such as a health care organization giving monetary bonuses to teams of workers when quality and patient satisfaction are demonstrated to be exceptional.

Who Motivates Employees?

Although rewards can act as incentives to encourage people to act, true motivation comes from X a person rather than from X rewards. Managers can exert a significant amount of influence over employees, but they do not have the power to X a person to X. They can work to provide various types of incentives to influence an employee in any number of ways, such as by updating job X or X to reflect the true scope of work, rearranging work X to allow more accurately for more flexible scheduling, improving X conditions, updating X tools, reconfiguring X, and a X of other activities. While these may have an impact on an employee’s level of motivation and willingness to act, when all is said and done, the employee decides to X or not. In examining management and motivation, it is important to consider the roles of both managers and employees.

Is Everyone Motivated?

Managers often assume that employees are X motivated or will respond to X or X. While this is perhaps a logical and rational approach from a manager’s perspective, it is critical to understand this is not always the case. Many employees want to perform well and are motivated by any number of factors. However, some may not share that same drive or motivation. They may be motivated by other things, such as family, school, hobbies, or other interests. Recognizing this diversity in employee motivation helps health care managers to understand employee X that seem X. Rather than seeing lack of motivation in the workplace as resistance, managers can seek to understand what X individual employees.

Motivation—The Concept

Webster’s New Collegiate Dictionary (Merriam-Webster, 2024) defines motive as “something (a need or desire) that causes a person to act.” Motivate, in turn, means “to provide with a motive,” and motivation is “the act or process of motivating” (p. 774). Thus, motivation is the act or process of providing a need or desire that causes a person to take some action. Motivation usually starts with a need that causes a person to act in a certain way. When that behavior fulfills the original need, it leads to a reward or satisfaction. This definition raises several questions.

What Are Rewards?

Rewards can take two forms. They can be intrinsic/internal rewards or extrinsic/external rewards. Intrinsic rewards are derived from within the individual. For a health care employee, this could mean taking pride in and feeling good about a job well done (e.g., providing excellent patient care). Extrinsic rewards pertain to those reinforcements that are given by another entity, such as a health care organization giving monetary bonuses to teams of workers when quality and patient satisfaction are demonstrated to be exceptional.

Who Motivates Employees?

Although rewards can act as incentives to encourage people to act, true motivation comes from within a person rather than from external rewards. Managers can exert a significant amount of influence over employees, but they do not have the power to force a person to act. They can work to provide various types of incentives to influence an employee in any number of ways, such as by updating job descriptions or titles to reflect the true scope of work, rearranging work schedules to allow more accurately for more flexible scheduling, improving working conditions, updating technology tools, reconfiguring teams, and a host of other activities. While these may have an impact on an employee’s level of motivation and willingness to act, when all is said and done, the employee decides to act or not. In examining management and motivation, it is important to consider the roles of both managers and employees.

Is Everyone Motivated?

Managers often assume that employees are externally motivated or will respond to rewards or incentives. While this is perhaps a logical and rational approach from a manager’s perspective, it is critical to understand this is not always the case. Many employees want to perform well and are motivated by any number of factors. However, some may not share that same drive or motivation. They may be motivated by other things, such as family, school, hobbies, or other interests. Recognizing this diversity in employee motivation helps health care managers to understand employee behaviors that seem counterproductive. Rather than seeing lack of motivation in the workplace as resistance, managers can seek to understand what drives individual employees.

The concepts of management and motivation often intersect when an organization is striving toward a X. To fully understand the concept of motivation, a manager must understand its X. Motivation is not a new concept. Approximately 2,500 years ago, Athens rose to unparalleled political and economic power and allowed the citizenry to become active in civic governance. Through an engaged and participative citizenry, the Athenian people helped produce the first great Greek empire, which allowed for more expansive commerce and trade, increased wealth of its citizens, and created a culture that spawned historically known philosophers, artists, and academics. To achieve this type of success, organizations must recognize the full power of their X and X them to reach for the common good of the organization (Manville & Ober, 2003). Another example from a different part of the world is the Mali or Manding Empire of West Africa. This empire flourished from the 13th to the 16th century and encompassed a territory that included what is now Maali, Senegal, Guinea, Burkina Faso, Côte d’Ivoire, Gambia, and Mauritania. Sundiata (or Sundjata) Keita, prince and founder of the empire, was attributed with uniting warring tribes, establishing a centralized government, and promoting trade, education, and the arts, and perhaps also proclaiming the first human rights charter (Awortu & Michael, 2018). One way of engaging and motivating citizens of the Mali Empire was the use of griots, who were historians and storytellers. Griots traveled throughout the empire sharing stories of great heroes and warriors to inspire citizens to work hard toward the shared vision for the empire (Tsaaior, 2019). Again, we see a leader who created a sense of X and X values that motivated a citizenry to participate in the growth and evolution of an empire.

Fast forward to more recent times, and we can continue to identify the historical significance of motivation. Research into human behavior started being more widely recognized in the workplace in the 1940s. Researchers recognized people were motivated by a variety of needs, not only in the workplace but also in their personal lives (Sperry, 2003) and have studied human motivation from these various perspectives, particularly focusing on motivation being a function of (1) employee X of various types, (2) X factors, (3) X factors, or (4) X issues.

Motivation theories are commonly divided into cX, pX, and mX theories. 

X theories focus on what motivates people—the X needs and desires that drive them to act. For example, X X of X, one of the most famous content theories, is most often depicted as a pyramid that includes physiological needs such as food, clothing, and shelter as the foundation of the pyramid shape. Additional steps of the pyramid include safety, belonging, esteem, and self-actualization (Maslow, 1954). See Figure 3-1 for an illustration of Maslow’s Hierarchy.

There is a plethora of research on the topic of motivation, particularly motivation in the workplace. The concepts of management and motivation often intersect when an organization is striving toward a goal. To fully understand the concept of motivation, a manager must understand its significance. Motivation is not a new concept. Approximately 2,500 years ago, Athens rose to unparalleled political and economic power and allowed the citizenry to become active in civic governance. Through an engaged and participative citizenry, the Athenian people helped produce the first great Greek empire, which allowed for more expansive commerce and trade, increased wealth of its citizens, and created a culture that spawned historically known philosophers, artists, and academics. To achieve this type of success, organizations must recognize the full power of their employees and motivate them to reach for the common good of the organization (Manville & Ober, 2003). Another example from a different part of the world is the Mali or Manding Empire of West Africa. This empire flourished from the 13th to the 16th century and encompassed a territory that included what is now Maali, Senegal, Guinea, Burkina Faso, Côte d’Ivoire, Gambia, and Mauritania. Sundiata (or Sundjata) Keita, prince and founder of the empire, was attributed with uniting warring tribes, establishing a centralized government, and promoting trade, education, and the arts, and perhaps also proclaiming the first human rights charter (Awortu & Michael, 2018). One way of engaging and motivating citizens of the Mali Empire was the use of griots, who were historians and storytellers. Griots traveled throughout the empire sharing stories of great heroes and warriors to inspire citizens to work hard toward the shared vision for the empire (Tsaaior, 2019). Again, we see a leader who created a sense of unity and shared values that motivated a citizenry to participate in the growth and evolution of an empire.

Fast forward to more recent times, and we can continue to identify the historical significance of motivation. Research into human behavior started being more widely recognized in the workplace in the 1940s. Researchers recognized people were motivated by a variety of needs, not only in the workplace but also in their personal lives (Sperry, 2003) and have studied human motivation from these various perspectives, particularly focusing on motivation being a function of (1) employee needs of various types, (2) extrinsic factors, (3) intrinsic factors, or (4) management issues.

Motivation theories are commonly divided into content, process, and management theories. Content theories focus on what motivates people—the internal needs and desires that drive them to act. For example, Maslow’s Hierarchy of Needs, one of the most famous content theories, is most often depicted as a pyramid that includes physiological needs such as food, clothing, and shelter as the foundation of the pyramid shape. Additional steps of the pyramid include safety, belonging, esteem, and self-actualization (Maslow, 1954). See Figure 3-1 for an illustration of Maslow’s Hierarchy.

It should be noted that there is evidence that Maslow’s work may have been inspired by the sX culture that places X-X as a foundation for motivation toward community actualization and cultural perpetuity (Ravilochan, 2021). 

X theories analyze X processes involved in motivation—how people think and make decisions in relation to their goals and desires. An example of a process theory is X X-X Theory, which identifies factors that contribute to sXn and dXn as separate entities (Herzberg et al., 1959). 

Finally, X theories explore the interplay between nX, bX, and desirable wX environments. X X of X X, for example, explore the relationship between eX, iX, and wXmotivation (Taylor, 2014). Workplace motivational theories have evolved since their rapid increase in importance during the early 20th century and the development of mass production techniques. See Table 3-1 for a summary of the historical theories of motivation that have contributed to the body of knowledge on motivation in the workplace.

It should be noted that there is evidence that Maslow’s work may have been inspired by the Siksika culture that places self-actualization as a foundation for motivation toward community actualization and cultural perpetuity (Ravilochan, 2021). Process theories analyze psychological processes involved in motivation—how people think and make decisions in relation to their goals and desires. An example of a process theory is Herzberg’s Two-Factor Theory, which identifies factors that contribute to satisfaction and dissatisfaction as separate entities (Herzberg et al., 1959). Finally, management theories explore the interplay between needs, behaviors, and desirable work environments. Taylor’s Principles of Scientific Management, for example, explore the relationship between efficiency, incentives, and worker motivation (Taylor, 2014). Workplace motivational theories have evolved since their rapid increase in importance during the early 20th century and the development of mass production techniques. See Table 3-1 for a summary of the historical theories of motivation that have contributed to the body of knowledge on motivation in the workplace.

• Physiological needs (e.g., food, water, etc.)

• Safety needs (e.g., shelter, employment, etc.)

• Belonging needs (e.g., social contact, friendship, etc.)

• Esteem needs (e.g., status, recognition, etc.)

• Self-actualization needs (e.g., achievement, personal growth, etc.)

• Satisfaction progression occurs when one’s needs at one level are met, allowing movement to the next level.

Maslow’s Hierarchy of Needs

Maslow (1954)
Needs

• Existence (X and X needs, as above)

• Relatedness (X needs)

• Growth (X and X-X needs)

• Frustration-regression principle (movement from one X to another as need is met or not)

Basis?

Type of theory?

Alderfer’s ERG Theory

Existence (physiological and safety needs, as above) Relatedness (belonging needs) Growth (esteem and self-actualization needs) Frustration-regression principle [movement from one level to another as need is not met]

Needs theory basis

Content

• Hygiene (X level of aspects of work, e.g., working conditions)

• Motivators (X-level aspects of work, e.g., responsibility, and addresses desires beyond hygiene)

Theory basis?

Type of theory?

Hygiene- company policy and administration, supervision, interpersonal relationships, working conditions, salary, status and security, basic generalizbl things, not relaly related to job

Motivators- achievement, recognition for achievement, work itself, responsibility and growth or advancement

Poor X Factors decrease employee job satisfaction

X Factors increase employee job satisfaction

Herzberg’s Two-Factor Theory

Herzberg (2003)
Needs

Hygiene (low level of aspects of work, e.g., working conditions) Motivators (higher-level aspects of work, e.g., responsibility, and addresses desires beyond hygiene)

Content

Hygiene- company policy and administration, supervision, interpersonal relationships, working conditions, salary, status and security

Motivators- achievement, recognition for achievement, work itself, responsibility and growth or advancement

Poor Hygiene Factors decrease employee job satisfaction

Motivating Factors increase employee job satisfaction

• Achievement (of X and X)

• Affiliation (work X)

• Power (desire for X)

• All three areas are important.

McClelland’s Acquired Needs Theory

McClelland (1985)
Needs

Achievement (of tasks and goals) Affiliation (work associations) Power (desire for authority) All three areas are importan

Content theory

• X reinforcement (providing rewards for positive behavior)

• X learning (providing rewards that avoid undesirable behavior, X reinforcement)

• X (negative consequences of undesirable behavior)

• X (removing rewards for undesirable behavior)

Theory basis?

Type of motivation theory?

Skinner’s Reinforcement Theory

Skinner (1953)
Extrinsic factors

Content

xPositive reinforcement [providing rewards for positive behavior] Avoidance learning [providing rewards that avoid undesirable behavior, negative reinforcement] Punishment [negative consequences of undesirable behavior] Extinction [removing rewards for undesirable behavior]

• Theory X assumes employees are X and need to be X and X by managers.

• Theory Y assumes managers X by assisting employees to achieve at the highest level.

Type of theory?

Basis of theory?

Theory X: set of assumptions of how to manage inviduals with lower level needs

Theory Y: set of assumptions of how to manage inviduals with higher level needs, making sure they meet self-actualization because they have potential to grow up.

McGregor’s Theory X and Y

McGregor (1960)
Management issues

Theory X assumes employees are unmotivated and need to be controlled and directed by management. Theory Y assumes managers motivate by assisting employees to achieve at the highest level.

Process

• Motivation occurs when people are treated X.

• Fair balance: put in work, am i getting good outcomes?

Basis of theory?

Type of theory?

Adams’s Equity Theory

Adams (1963)
Intrinsic factors

Process theory

Motivation occurs when people are treated equitably.

• Motivation occurs when people X and X expected outcomes.

Type of theoy?

Basis of theory?

1. X (Effort-to-X)

• Definition: The belief that putting in more effort will lead to a higher level of performance ("Can I actually do this task?").

• Influenced by: Self-efficacy, past experience, proper training, available resources, and clear guidance. [1, 2, 3]

2. X (Performance-to-X)

• Definition: The belief that achieving the performance goal will actually result in receiving the promised reward or outcome ("If I perform well, will I get the reward?").

• Influenced by: Trust in leadership, clear organizational policies, and transparent merit systems. [1, 2, 3]

3. X (X Desirability)

• Definition: The value or emotional orientation an individual places on the anticipated outcome ("Do I actually care about this reward?"). [1, 2]

• Influenced by: Personal needs, goals, and values (rewards can be extrinsic like money/promotions or intrinsic like personal satisfaction, and can even be negative if the outcome is punishing). [1, 2, 3]

Vroom’s Expectancy Theory

X Perceived probability that effort will lead to good performance

×

X Belief that there is a connection between activity and goal.

×

X Degree to which rewards are valued

=

Motivation Reason to perform

Effort -> Performance (X)

Performance -> Outcome (X)

Outcome -> Reward (X)

1. Expectancy (Effort-to-Performance)

• Definition: The belief that putting in more effort will lead to a higher level of performance ("Can I actually do this task?").

• Influenced by: Self-efficacy, past experience, proper training, available resources, and clear guidance. [1, 2, 3]

2. Instrumentality (Performance-to-Reward)

• Definition: The belief that achieving the performance goal will actually result in receiving the promised reward or outcome ("If I perform well, will I get the reward?").

• Influenced by: Trust in leadership, clear organizational policies, and transparent merit systems. [1, 2, 3]

3. Valence (Reward Desirability)

• Definition: The value or emotional orientation an individual places on the anticipated outcome ("Do I actually care about this reward?"). [1, 2]

• Influenced by: Personal needs, goals, and values (rewards can be extrinsic like money/promotions or intrinsic like personal satisfaction, and can even be negative if the outcome is punishing). [1, 2, 3]

Vroom (1964)
Intrinsic factors

Process theory

• Motivation occurs when people perform and fulfill expected outcomes.

Vroom’s Expectancy Theory

Expectancy Perceived probability that effort will lead to good performance

×

Instrumental Belief that there is a connection between activity and goal.

×

Valence Degree to which rewards are valued

=

Motivation Reason to perform

Effort -> Performance

Performance -> Outcome

Outcome -> Reward

• Establishing X motivates people to achieve them.

---

Should have cX, cX, cX, fX , task X

Locke & Latham (1990)
Intrinsic factors

Process theory

Locke’s Goal-Setting Theory

• Establishing goals motivates people to achieve them.

Should have clarity, challenges, commitment, feedback , task complexity

• Assumes people are motivated to continually work X and become more X

Type of theory?

Basis of theory

Taylor (1911/2014)
Management issues

Management

Scientific Management Theory

Taylor (1911/2014)

Management issues

Assumes people are motivated to continually work harder and become more efficient

• Assumes employees who are involved in and committed to an organization are motivated to increase X

Ouchi’s Theory Z

Ouchi (1981)
Management issues

• Assumes employees who are involved in and committed to an organization are motivated to increase productivity

Management issues

Assumes employees who are involved in and committed to an organization are motivated to increase productivity

Content Theories

• X

• X

• X

• X

• X

Process Theories

• X

• X

• X

• X

Management Theories

• X

• X

Content Theories

• Maslow’s Hierarchy of Needs

• Alderfer’s ERG Theory

• Herzberg’s Two-Factor Theory

• McClelland’s Acquired Needs Theory

• Skinner’s Reinforcement Theory

Process Theories

• McGregor’s Theory X and Y

• Adams’s Equity Theory

• Vroom’s Expectancy Theory

• Locke’s Goal-Setting Theory

Management Theories

• Scientific Management Theory — Taylor

• Ouchi’s Theory Z

As we look at workforce motivation in the current health care context, it is important to recognize that most managers draw upon a X of needs, extrinsic factors, intrinsic factors, and management factors to help motivate employees. Rather than relying on a single theory of motivation, this combination of approaches helps employees meet their own X needs and goals and engages employees to achieve effectiveness and balance within the organization. Managers typically consider many of the aspects upon which these theories focus. EX, X setting, pX, feXk, eX, saXn, cXnt, and other characteristics are all considered in the process of motivating employees.

The X X is the term used to describe the widespread surge in voluntary resignations of large numbers of workers across industries during the COVID-19 pandemic (Fuller & Kerr, 2022). The Great Resignation was fueled by the impact of X work, increased X and X, job X, and X changes. The health care workforce was hit particularly hard during the pandemic due to the increased demand for health care services, supply chain issues that impacted the availability of personal protective equipment (PPE), burnout, and worry for patients as well as the health of their own families. Leaders were left scrambling to find new and innovative ways to guide health care workers through the crisis. Research about motivation during the COVID-19 pandemic demonstrated that some factors that motivated workers to resign their jobs and seek other opportunities were finding an organization that had an inspiring X, working for an organization that offered opportunities for aX and fX, and working for leaders who valued cX and aX(IRC, 2021; Rose et al., 2021). We will likely continue to see changes in workforce motivation for many years to come as we learn more about how the COVID-19 pandemic changed workplace dynamics and worker motivation.

As we look at workforce motivation in the current health care context, it is important to recognize that most managers draw upon a combination of needs, extrinsic factors, intrinsic factors, and management factors to help motivate employees. Rather than relying on a single theory of motivation, this combination of approaches helps employees meet their own personal needs and goals and engages employees to achieve effectiveness and balance within the organization. Managers typically consider many of the aspects upon which these theories focus. Expectations, goal setting, performance, feedback, equity, satisfaction, commitment, and other characteristics are all considered in the process of motivating employees.

The Great Resignation is the term used to describe the widespread surge in voluntary resignations of large numbers of workers across industries during the COVID-19 pandemic (Fuller & Kerr, 2022). The Great Resignation was fueled by the impact of remote work, increased stress and burnout, job dissatisfaction, and career changes. The health care workforce was hit particularly hard during the pandemic due to the increased demand for health care services, supply chain issues that impacted the availability of personal protective equipment (PPE), burnout, and worry for patients as well as the health of their own families. Leaders were left scrambling to find new and innovative ways to guide health care workers through the crisis. Research about motivation during the COVID-19 pandemic demonstrated that some factors that motivated workers to resign their jobs and seek other opportunities were finding an organization that had an inspiring purpose, working for an organization that offered opportunities for advancement and fulfillment, and working for leaders who valued connection and alignment (IRC, 2021; Rose et al., 2021). We will likely continue to see changes in workforce motivation for many years to come as we learn more about how the COVID-19 pandemic changed workplace dynamics and worker motivation.

Extrinsic Rewards

There are a host of external things that managers can provide that may serve as incentives for employees to become more engaged in an organization and increase their productivity. These include tangible rewards, such as money (pay, bonuses, stock options), benefits (health, dental, vision, paid time off, retirement accounts, etc.), flexible schedules, job responsibilities and duties, promotions, changes in status, supervision of others, praise, feedback and recognition, a good boss, a strong leader, other inspirational people, and a nurturing organizational culture. It is important to note that extrinsic rewards should be personalized, tailored to the individual or team, and appropriate for the situation. A pizza party or water bottle should not be considered or used as a comparable incentive when a significant change in the work environment or compensation package is truly needed.

Extrinsic Rewards

There are a host of external things that managers can provide that may serve as incentives for employees to become more engaged in an organization and increase their productivity. These include tangible rewards, such as money (pay, bonuses, stock options), benefits (health, dental, vision, paid time off, retirement accounts, etc.), flexible schedules, job responsibilities and duties, promotions, changes in status, supervision of others, praise, feedback and recognition, a good boss, a strong leader, other inspirational people, and a nurturing organizational culture. It is important to note that extrinsic rewards should be personalized, tailored to the individual or team, and appropriate for the situation. A pizza party or water bottle should not be considered or used as a comparable incentive when a significant change in the work environment or compensation package is truly needed.

Intrinsic Rewards

Intrinsic rewards are internal to the individual and are in many ways less X. In fact, they are highly subjective in that they represent how the individual perceives and feels about work and its value. Five types of intrinsic rewards that have been summarized by Manion (2005) include:

Healthy relationships: Employees can develop a sense of connection with others in the workplace.

X work: Employees feel they make a X in people’s lives. This is typically a motivator for people to enter and stay employed in the health care industry. This type of work is viewed as that in which the X tasks outweigh the X ones. This aligns with what X first espoused in 1968 and revisited in a 2003 issue of the Harvard Business Review, in which he stated: “Forget praise. Forget punishment. Forget cash. You need to make their jobs more interesting” (Herzberg, 2003, p. 87). As the documentation burden and the difficulty getting approvals and reimbursement from payors has increased, repetitive tasks and frustrating workflows, also known as the X factor, create obstacles to obtaining needed patient care and detract from the meaningfulness of the work (Brunner et al., 2020). It is the manager’s job to X these obstacles to enable employees to be productive and satisfied.

X: Employees are encouraged to develop skills that enable them to work at the top of their scope.

X: Employees are encouraged to participate in the organization in various ways, such as by expressing their views and opinions in a safe environment; sharing in decision making; and finding other ways to facilitate participatory approaches to problem-solving, goal setting, and continuous improvement efforts.

X: Managers find ways to hold employees accountable, facilitate their ability to make headway toward completing their assigned tasks, and celebrate when progress is made toward completing important milestones within a project.

Intrinsic rewards, coupled with extrinsic ones, lead to high personal X and serve as X for many employees.

Intrinsic Rewards

Intrinsic rewards are internal to the individual and are in many ways less tangible. In fact, they are highly subjective in that they represent how the individual perceives and feels about work and its value. Five types of intrinsic rewards that have been summarized by Manion (2005) include:

Healthy relationships: Employees can develop a sense of connection with others in the workplace.

Meaningful work: Employees feel they make a difference in people’s lives. This is typically a motivator for people to enter and stay employed in the health care industry. This type of work is viewed as that in which the meaningful tasks outweigh the meaningless ones. This aligns with what Herzberg first espoused in 1968 and revisited in a 2003 issue of the Harvard Business Review, in which he stated: “Forget praise. Forget punishment. Forget cash. You need to make their jobs more interesting” (Herzberg, 2003, p. 87). As the documentation burden and the difficulty getting approvals and reimbursement from payors has increased, repetitive tasks and frustrating workflows, also known as the hassle factor, create obstacles to obtaining needed patient care and detract from the meaningfulness of the work (Brunner et al., 2020). It is the manager’s job to reduce these obstacles to enable employees to be productive and satisfied.

Competence: Employees are encouraged to develop skills that enable them to work at the top of their scope.

Choice: Employees are encouraged to participate in the organization in various ways, such as by expressing their views and opinions in a safe environment; sharing in decision making; and finding other ways to facilitate participatory approaches to problem-solving, goal setting, and continuous improvement efforts.

Progress: Managers find ways to hold employees accountable, facilitate their ability to make headway toward completing their assigned tasks, and celebrate when progress is made toward completing important milestones within a project.

Intrinsic rewards, coupled with extrinsic ones, lead to high personal satisfaction and serve as motivators for many employees.

Health care organizations face many pressures externally and internally. Externally, the health care system must confront challenges, some of which are completely X, like a worldwide pandemic, and others that have been issues for some time such as the X population, X downturns, reductions in X, increases in X competition, increases in the cost of providing care, and significant regulatory changes. Internally, our health care system faces pressure stemming from challenges such as X shortages, increasing X requirements, managing with limited X, increasing X connected to providing quality care, and ensuring patient X. These pressures can lead to employees who feel burned out, frustrated, and overworked. As health care employees are continually being asked to increase their responsibilities with fewer resources, managers must create a work environment in which employees are engaged, satisfied with their job, inspired, and motivated.

Health care organizations face many pressures externally and internally. Externally, the health care system must confront challenges, some of which are completely unpredictable, like a worldwide pandemic, and others that have been issues for some time such as the aging population, economic downturns, reductions in reimbursements, increases in market competition, increases in the cost of providing care, and significant regulatory changes. Internally, our health care system faces pressure stemming from challenges such as workforce shortages, increasing accreditation requirements, managing with limited resources, increasing responsibilities connected to providing quality care, and ensuring patient safety. These pressures can lead to employees who feel burned out, frustrated, and overworked. As health care employees are continually being asked to increase their responsibilities with fewer resources, managers must create a work environment in which employees are engaged, satisfied with their job, inspired, and motivated.

People spend approximately # # of their lives at work, and managers need to recognize that when people are not free to work at their maximum effectiveness and their self-esteem is constantly under attack, X occurs, X diminishes, X prevails, and X goes up (Scott & Jaffe, 1991; Sherwood, 2013). As noted, motivated employees are fully engaged in their work and contribute at a much higher level than their counterparts who see their work as simply a job. Additional reasons why motivation matters include:

For employees

X satisfaction: Employees who are motivated and fulfilled feel invested in the organization, are happier, work harder, are more productive, and typically stay longer with an organization (Levoy, 2007).

X development: Motivated employees often seek opportunities for growth and advancement (Baskin, 2023).

X and X-being: Motivation is linked to improved mental health and well-being. Employees who are supported in their roles tend to experience lower levels of stress and burnout (Moss, 2019).

For employers

X and X: Motivated employees are more likely to stay in their positions, reducing turnover rates. This also helps lower recruitment costs associated with high turnover rates (Tenney, n.d.).

X of care: Employees who are motivated and feel fulfilled in their work tend to more attentive and committed to delivering high-quality services (Amaliyah & Tukimin, 2021).

X work environment: A well-managed workforce enhances teamwork, collaboration, and a positive organizational culture.

People spend approximately one third of their lives at work, and managers need to recognize that when people are not free to work at their maximum effectiveness and their self-esteem is constantly under attack, stress occurs, morale diminishes, illness prevails, and absenteeism goes up (Scott & Jaffe, 1991; Sherwood, 2013). As noted, motivated employees are fully engaged in their work and contribute at a much higher level than their counterparts who see their work as simply a job. Additional reasons why motivation matters include:

For employees

Job satisfaction: Employees who are motivated and fulfilled feel invested in the organization, are happier, work harder, are more productive, and typically stay longer with an organization (Levoy, 2007).

Personal development: Motivated employees often seek opportunities for growth and advancement (Baskin, 2023).

Health and well-being: Motivation is linked to improved mental health and well-being. Employees who are supported in their roles tend to experience lower levels of stress and burnout (Moss, 2019).

For employers

Retention and recruitment: Motivated employees are more likely to stay in their positions, reducing turnover rates. This also helps lower recruitment costs associated with high turnover rates (Tenney, n.d.).

Quality of care: Employees who are motivated and feel fulfilled in their work tend to more attentive and committed to delivering high-quality services (Amaliyah & Tukimin, 2021).

Positive work environment: A well-managed workforce enhances teamwork, collaboration, and a positive organizational culture.

Oftentimes when you read about motivation, the term engaged appears within the same context. In order to be motivated, employees must be engaged—and in order to be engaged, they must be motivated. Li and Bunchapattanasakda (2019) conducted a literature review of employee engagement and its antecedents. They found the following:

Employee engagement is:

An individual decision that cannot be X;

An X work-related X state;

On the continuum with X;

A composite of aX and bX; and,

Critical to organizational X (p. 75).

This definition demonstrates the link between the two concepts, i.e., they are both X, individual X states. It is important for managers and leaders to focus on both employee motivation and engagement.

Oftentimes when you read about motivation, the term engaged appears within the same context. In order to be motivated, employees must be engaged—and in order to be engaged, they must be motivated. Li and Bunchapattanasakda (2019) conducted a literature review of employee engagement and its antecedents. They found the following:

Employee engagement is:

An individual decision that cannot be forced;

An active work-related psychological state;

On the continuum with burnout;

A composite of attitude and behavior; and,

Critical to organizational success (p. 75).

This definition demonstrates the link between the two concepts, i.e., they are both internal, individual psychological states. It is important for managers and leaders to focus on both employee motivation and engagement.

Why is this important in health care? The impacts can be significant. Research and evidence-based practice demonstrate that health care organizations can create significant improvements in patient care and satisfaction levels by improving employee engagement (Bhati et al., 2023). In particular, such engagement results in

Better qX;

Increased patient sX;

Higher patient X; and,

X organization financial performance.

In addition, Gallup studies also show that engaged health care employees are more

X to the organization;

Willing to put forth X effort;

Willing to X and X with others;

Willing to work through X; and,

Willing to speak out about problems and offer X suggestions for improvements (Kamins, 2015, para. 5).

Health policy modifications to move reimbursement to X-based care, where payments from Medicare and Medicaid are tied to quality and patient care outcomes, suggest additional focus needs to be paid to those who deliver care to patients, which, in turn, suggests the need to enhance employee motivation and engagement (Sherwood, 2013). Several articles have been critical of the benefits and costs of employee engagement, the relationship to organizational outcomes and improvement efforts, and the lack of a uniform definition of the concept. Leeds and Nierle (2014) concluded that continued efforts to study the concept and to utilize employee engagement strategies have been deemed effective.

Other studies suggest disengaged employees bring morale down and impact the organization’s bottom line, supporting Leeds and Nierle’s conclusion. According to Harter (2023), Gallup’s workforce engagement survey showed only 32% of U.S. full-time employees were engaged in their work. This same measure in Gallup’s 2015 survey estimated the cost of this at between $319 and $398 billion in lost productivity alone as a result of the 70% who are disengaged employees. These numbers demonstrate that leaders and managers must increase their attention to engagement and motivation of their workforces. Sherwood (2013) states, “when employees believe their organization truly values quality care—and also get the support they need on the job—their patients are more satisfied, they take less sick time and have fewer on-the-job accidents, and health outcomes are better” (p. 5), which, in turn, impacts the organization’s bottom line.

Why is this important in health care? The impacts can be significant. Research and evidence-based practice demonstrate that health care organizations can create significant improvements in patient care and satisfaction levels by improving employee engagement (Bhati et al., 2023). In particular, such engagement results in

Better quality;

Increased patient safety;

Higher patient satisfaction; and,

Stronger organization financial performance.

In addition, Gallup studies also show that engaged health care employees are more

Loyal to the organization;

Willing to put forth discretionary effort;

Willing to trust and cooperate with others;

Willing to work through challenges; and,

Willing to speak out about problems and offer constructive suggestions for improvements (Kamins, 2015, para. 5).

Health policy modifications to move reimbursement to value-based care, where payments from Medicare and Medicaid are tied to quality and patient care outcomes, suggest additional focus needs to be paid to those who deliver care to patients, which, in turn, suggests the need to enhance employee motivation and engagement (Sherwood, 2013). Several articles have been critical of the benefits and costs of employee engagement, the relationship to organizational outcomes and improvement efforts, and the lack of a uniform definition of the concept. Leeds and Nierle (2014) concluded that continued efforts to study the concept and to utilize employee engagement strategies have been deemed effective.

Other studies suggest disengaged employees bring morale down and impact the organization’s bottom line, supporting Leeds and Nierle’s conclusion. According to Harter (2023), Gallup’s workforce engagement survey showed only 32% of U.S. full-time employees were engaged in their work. This same measure in Gallup’s 2015 survey estimated the cost of this at between $319 and $398 billion in lost productivity alone as a result of the 70% who are disengaged employees. These numbers demonstrate that leaders and managers must increase their attention to engagement and motivation of their workforces. Sherwood (2013) states, “when employees believe their organization truly values quality care—and also get the support they need on the job—their patients are more satisfied, they take less sick time and have fewer on-the-job accidents, and health outcomes are better” (p. 5), which, in turn, impacts the organization’s bottom line.

The issues of accurately measuring X have been and continue to be a challenge for employers. Critique of engagement measures takes different forms, including concerns with companies’ abilities to define more elusive concepts (like X), to separate engagement from other ideas (such as job satisfaction and commitment), to measure accurately, and/or to link engagement to performance, and it has suggested that change was needed (Bersin, 2014; Brown & Reilly, 2013; Ott, 2011; Saks & Gruman, 2014; Shuck et al., 2012). Although this call to reevaluate how organizations measure employee engagement began long before the COVID-19 pandemic, the shifts in how and where people worked during the pandemic forced employers to completely rethink employee engagement. Of course, frontline, patient-facing workers in health care were impacted by remote work less than others were, but for those managers with teams that were working from home, measuring engagement became quite a challenge. As of the publication of this text, the research is still very new. Lartey and Randall (2022) published their proposal for a new engagement survey for remote employees. The online survey asked employees to evaluate statements that are similar to other engagement surveys like, “I am satisfied with the recognition I receive from my supervisor” and also asks, in statement form, “I look forward to sitting down at my computer to write to others or do my daily work” (Lartey & Randall, 2022, p. 23). For both remote and in-person workers, technology tools including artificial intelligence (AI) are beginning to enter the employee engagement market. Using wearable technology, natural language processing, and machine learning, organizations are collecting more and more data about their employees and using that data to understand and measure the motivation and engagement of their workforce (Mer & Srivastava, 2023; Prentice et al., 2023). Because the use of AI and machine learning have been used to better understand consumers’ C for some time now, it is not surprising to see organizations using the technology to gain insights on their workforce that might increase engagement and retention.

The issues of accurately measuring engagement have been and continue to be a challenge for employers. Critique of engagement measures takes different forms, including concerns with companies’ abilities to define more elusive concepts (like engagement), to separate engagement from other ideas (such as job satisfaction and commitment), to measure accurately, and/or to link engagement to performance, and it has suggested that change was needed (Bersin, 2014; Brown & Reilly, 2013; Ott, 2011; Saks & Gruman, 2014; Shuck et al., 2012). Although this call to reevaluate how organizations measure employee engagement began long before the COVID-19 pandemic, the shifts in how and where people worked during the pandemic forced employers to completely rethink employee engagement. Of course, frontline, patient-facing workers in health care were impacted by remote work less than others were, but for those managers with teams that were working from home, measuring engagement became quite a challenge. As of the publication of this text, the research is still very new. Lartey and Randall (2022) published their proposal for a new engagement survey for remote employees. The online survey asked employees to evaluate statements that are similar to other engagement surveys like, “I am satisfied with the recognition I receive from my supervisor” and also asks, in statement form, “I look forward to sitting down at my computer to write to others or do my daily work” (Lartey & Randall, 2022, p. 23). For both remote and in-person workers, technology tools including artificial intelligence (AI) are beginning to enter the employee engagement market. Using wearable technology, natural language processing, and machine learning, organizations are collecting more and more data about their employees and using that data to understand and measure the motivation and engagement of their workforce (Mer & Srivastava, 2023; Prentice et al., 2023). Because the use of AI and machine learning have been used to better understand consumers’ behaviors for some time now, it is not surprising to see organizations using the technology to gain insights on their workforce that might increase engagement and retention.

The literature provides an array of strategies for managers to use in seeking to help motivate and engage individuals. Some of these strategies may seem obvious, while others represent the potential for innovations in leadership practices. Some examples of these practices include the following.

Fair X and X: Fair and competitive compensation along with a comprehensive benefits package is important. Feeling financially valued for their skills and expertise is a significant factor in motivation (ANA, 2023).

X and addressing the big picture: Employees are more engaged when their leaders communicate regularly, keeping them apprised of what is happening and aware of the collective purpose of the organization. Team members should understand how their work fits into the larger picture of the organization (Baldoni, 2008, 2013) and what the overall purpose is for their work (Cable, 2018), as well as society as a whole (Kanter, 2013). The latter is particularly true in health care, where Herzer and Pronovost (2013, p. 1) suggest “inspiring a collective purpose and vision” is an important motivator for physicians. Sharing context and relevance is also the case for other health care professions in both direct care and non–direct care settings (Lai, 2017).

X treatment and accountability: Everyone wants to be treated well at work; this makes it important for managers to respect the employees they work with (Lipman, 2013). Equitable treatment fosters trust, encourages collaboration, and boosts retention (Adams, 1963). When some individuals or groups are not being treated equitably or with respect, managers are responsible to hold the offending workers to account. Accountability provides clear direction, enhances learning, and improves overall performance. Transparency, cultural sensitivity, and effective communication are key in implementing equity and accountability. When applied effectively, they empower employees, enhance motivation, and drive organizational success through increased satisfaction and engagement (Falk, 2014; Morgan-McKinley, n.d.).

X leadership: Strong, supportive leadership that advocates for their teams, offers guidance, and provides resources when needed is vital. Leaders who are approachable and empathetic create a positive work environment and foster an engaged workforce (Moss, 2019).

X and X: Acknowledgment of hard work and dedication is crucial. Regularly recognizing efforts through verbal praise, awards, and formal recognition programs boosts morale and motivation. Don’t waste effort or financial resources on traditional types of recognition that may be seen as out of touch. “Far more powerful is your commitment to recognizing and acknowledging contributions so that employees feel appreciated and valued” (Lai, 2017, para. 6). Atchison (2003) steers managers away from standard types of rewards, such as giving away the same lunch tote for every Nurses Week. Instead, he recommends finding more creative ways to use the organization’s resources and reward employees.

Career X opportunities: Health care professionals are often motivated by opportunities for growth. Providing avenues for continuing education, skill development, and career advancement keeps individuals engaged and committed to their work (Baskin, 2023).

X–X balance: Health care roles can be demanding and stressful. Supporting a healthy work–life balance through manageable schedules, adequate time off, and supportive policies reduces burnout and enhances overall motivation. See Textbox 3-1 (AHA, 2022).

X technology: Health care organizations can support employee engagement by incorporating tech tools that facilitate communication, enable flexibility, foster continuous learning, and streamline processes. The use of technology can create an environment that promotes engagement, satisfaction, and professional growth. Effective implementation of health technology requires user-friendly interfaces, adequate training and support, as well as a focus on data accuracy, integrity, accessibility, and security (Fisher & Shaikh, 2020).

X collaboration: Health care is a team effort. Encouraging collaboration and fostering a supportive team environment where everyone’s contributions are valued and everyone is working at the top of their scope can significantly motivate health care workers (Ellis et al., 2023).

Recognition of X: Acknowledging and utilizing their expertise by involving them in decision-making processes and seeking input in matters related to patient care or operational improvements can motivate health care professionals.

X and X environment: Ensuring a safe and supportive workplace, both physically and psychologically, is essential. Providing resources for mental health support and ensuring safety measures are in place contributes to engagement and motivation (Herway, 2017).

The literature provides an array of strategies for managers to use in seeking to help motivate and engage individuals. Some of these strategies may seem obvious, while others represent the potential for innovations in leadership practices. Some examples of these practices include the following.

Fair compensation and benefits: Fair and competitive compensation along with a comprehensive benefits package is important. Feeling financially valued for their skills and expertise is a significant factor in motivation (ANA, 2023).

Communication and addressing the big picture: Employees are more engaged when their leaders communicate regularly, keeping them apprised of what is happening and aware of the collective purpose of the organization. Team members should understand how their work fits into the larger picture of the organization (Baldoni, 2008, 2013) and what the overall purpose is for their work (Cable, 2018), as well as society as a whole (Kanter, 2013). The latter is particularly true in health care, where Herzer and Pronovost (2013, p. 1) suggest “inspiring a collective purpose and vision” is an important motivator for physicians. Sharing context and relevance is also the case for other health care professions in both direct care and non–direct care settings (Lai, 2017).

Equitable treatment and accountability: Everyone wants to be treated well at work; this makes it important for managers to respect the employees they work with (Lipman, 2013). Equitable treatment fosters trust, encourages collaboration, and boosts retention (Adams, 1963). When some individuals or groups are not being treated equitably or with respect, managers are responsible to hold the offending workers to account. Accountability provides clear direction, enhances learning, and improves overall performance. Transparency, cultural sensitivity, and effective communication are key in implementing equity and accountability. When applied effectively, they empower employees, enhance motivation, and drive organizational success through increased satisfaction and engagement (Falk, 2014; Morgan-McKinley, n.d.).

Supportive leadership: Strong, supportive leadership that advocates for their teams, offers guidance, and provides resources when needed is vital. Leaders who are approachable and empathetic create a positive work environment and foster an engaged workforce (Moss, 2019).

Recognition and appreciation: Acknowledgment of hard work and dedication is crucial. Regularly recognizing efforts through verbal praise, awards, and formal recognition programs boosts morale and motivation. Don’t waste effort or financial resources on traditional types of recognition that may be seen as out of touch. “Far more powerful is your commitment to recognizing and acknowledging contributions so that employees feel appreciated and valued” (Lai, 2017, para. 6). Atchison (2003) steers managers away from standard types of rewards, such as giving away the same lunch tote for every Nurses Week. Instead, he recommends finding more creative ways to use the organization’s resources and reward employees.

Career development opportunities: Health care professionals are often motivated by opportunities for growth. Providing avenues for continuing education, skill development, and career advancement keeps individuals engaged and committed to their work (Baskin, 2023).

Work–life balance: Health care roles can be demanding and stressful. Supporting a healthy work–life balance through manageable schedules, adequate time off, and supportive policies reduces burnout and enhances overall motivation. See Textbox 3-1 (AHA, 2022).

Leveraging technology: Health care organizations can support employee engagement by incorporating tech tools that facilitate communication, enable flexibility, foster continuous learning, and streamline processes. The use of technology can create an environment that promotes engagement, satisfaction, and professional growth. Effective implementation of health technology requires user-friendly interfaces, adequate training and support, as well as a focus on data accuracy, integrity, accessibility, and security (Fisher & Shaikh, 2020).

Team collaboration: Health care is a team effort. Encouraging collaboration and fostering a supportive team environment where everyone’s contributions are valued and everyone is working at the top of their scope can significantly motivate health care workers (Ellis et al., 2023).

Recognition of expertise: Acknowledging and utilizing their expertise by involving them in decision-making processes and seeking input in matters related to patient care or operational improvements can motivate health care professionals.

Safe and supportive environment: Ensuring a safe and supportive workplace, both physically and psychologically, is essential. Providing resources for mental health support and ensuring safety measures are in place contributes to engagement and motivation (Herway, 2017).

Otherwise Engaged: How Leaders Can Get a Firmer Grip on Employee Engagement and Other Key Intangibles, Guaspari (2015) proposes that topics like trust, engagement, empowerment, and values are intangible concepts, and that managers would do better to focus on what leads employees to be engaged, empowered, trustworthy, and valued. He suggests that managers:

Stop talking about X: Instead, start creating an environment in which it becomes easier for the others to feel X in what can be expected from you.

Stop talking about X: Instead, start creating an environment in which the others will feel safe while exercising X on the job.

Stop talking about X: Instead, start creating an environment in which others will be more likely to bring to bear the full measure of the effort and energy on the tasks at hand.

Stop talking about X: Instead, start creating an environment in which what really matters around here is in better alignment with your institutional aspirations (Guaspari, 2015, p. 131).

The bottom line for managers seems to be, as pointed out by Zenger and Folkman’s (2017) research, that managers who can drive results and engage employees are able to create X bridges for their teams. This involves communicating clearly about strategy and direction, being able to inspire and motivate team members, setting stretch goals that allow team members to strive to achieve them, demonstrating integrity and being able to inspire trust in their teams, working to develop their team members, and being able to accept coaching and assistance from others.

Otherwise Engaged: How Leaders Can Get a Firmer Grip on Employee Engagement and Other Key Intangibles, Guaspari (2015) proposes that topics like trust, engagement, empowerment, and values are intangible concepts, and that managers would do better to focus on what leads employees to be engaged, empowered, trustworthy, and valued. He suggests that managers:

Stop talking about trust: Instead, start creating an environment in which it becomes easier for the others to feel confidence in what can be expected from you.

Stop talking about empowerment: Instead, start creating an environment in which the others will feel safe while exercising judgment on the job.

Stop talking about engagement: Instead, start creating an environment in which others will be more likely to bring to bear the full measure of the effort and energy on the tasks at hand.

Stop talking about values: Instead, start creating an environment in which what really matters around here is in better alignment with your institutional aspirations (Guaspari, 2015, p. 131).

The bottom line for managers seems to be, as pointed out by Zenger and Folkman’s (2017) research, that managers who can drive results and engage employees are able to create behavioral bridges for their teams. This involves communicating clearly about strategy and direction, being able to inspire and motivate team members, setting stretch goals that allow team members to strive to achieve them, demonstrating integrity and being able to inspire trust in their teams, working to develop their team members, and being able to accept coaching and assistance from others.

The health care workforce is gradually becoming more diverse across various dimensions like race, age, ability, gender and gender identity, sexual orientation, and other factors. Diversity within the health care workforce isn’t merely a matter of numbers; it’s about cultivating an inclusive and culturally competent environment that harnesses the multifaceted identities and perspectives of its employees. To effectively engage and motivate a diverse workforce in health care, organizations must implement strategies that honor and leverage these differences while fostering an environment of inclusivity and respect.

Engaging and motivating a diverse health care workforce is crucial for providing quality care that meets the needs of a diverse patient population. Here are some key aspects that are important for health care leaders to consider in their work.

X X: A diverse workforce brings together individuals with different backgrounds, experiences, and perspectives. Diversity of lived experience and perspective can lead to more innovative and creative solutions to problems, fostering a stimulating work environment and engaged workers (Rosenkranz et al., 2021).

X culture and a sense of X: A diverse workforce thrives in an inclusive environment where individuals feel valued and respected because of their lived experiences. When employees feel included and appreciated for their unique perspectives, they are more likely to be engaged and contribute positively to the organization.

Increased X and X: Diversity fosters an environment where individuals feel comfortable expressing their thoughts and sharing their ideas. When employees feel safe and supported to share diverse viewpoints, it encourages innovation and creativity within the team (Gomez & Bernet, 2019).

Valuing X: Employees are more likely to feel engaged when they see an organization actively valuing diversity. When their organization embraces diversity and creates policies that support employees, particularly those from marginalized communities, employees feel a stronger sense of belonging, leading to increased engagement and commitment (Adjo et al., 2021).

Diversity creates a richer, more dynamic workplace environment that fosters engagement, innovation, and better problem-solving, leading to improved outcomes both for the workforce and the organization. By addressing the challenges and leveraging the positive impacts, organizations can reap the benefits of a diverse workforce and achieve higher levels of engagement, innovation, and success.

The health care workforce is gradually becoming more diverse across various dimensions like race, age, ability, gender and gender identity, sexual orientation, and other factors. Diversity within the health care workforce isn’t merely a matter of numbers; it’s about cultivating an inclusive and culturally competent environment that harnesses the multifaceted identities and perspectives of its employees. To effectively engage and motivate a diverse workforce in health care, organizations must implement strategies that honor and leverage these differences while fostering an environment of inclusivity and respect.

Engaging and motivating a diverse health care workforce is crucial for providing quality care that meets the needs of a diverse patient population. Here are some key aspects that are important for health care leaders to consider in their work.

Varied perspectives: A diverse workforce brings together individuals with different backgrounds, experiences, and perspectives. Diversity of lived experience and perspective can lead to more innovative and creative solutions to problems, fostering a stimulating work environment and engaged workers (Rosenkranz et al., 2021).

Inclusive culture and a sense of belonging: A diverse workforce thrives in an inclusive environment where individuals feel valued and respected because of their lived experiences. When employees feel included and appreciated for their unique perspectives, they are more likely to be engaged and contribute positively to the organization.

Increased creativity and innovation: Diversity fosters an environment where individuals feel comfortable expressing their thoughts and sharing their ideas. When employees feel safe and supported to share diverse viewpoints, it encourages innovation and creativity within the team (Gomez & Bernet, 2019).

Valuing diversity: Employees are more likely to feel engaged when they see an organization actively valuing diversity. When their organization embraces diversity and creates policies that support employees, particularly those from marginalized communities, employees feel a stronger sense of belonging, leading to increased engagement and commitment (Adjo et al., 2021).

Diversity creates a richer, more dynamic workplace environment that fosters engagement, innovation, and better problem-solving, leading to improved outcomes both for the workforce and the organization. By addressing the challenges and leveraging the positive impacts, organizations can reap the benefits of a diverse workforce and achieve higher levels of engagement, innovation, and success.

Thanks to over a century of psychological investigators’ interest in management, motivation, and organizational behavior, an abundance of research on these topics and applications to health care settings awaits you. An organization such as the Society for Industrial and Organizational Psychology (SIOP), a special interest group of the American Psychological Association (APA), is especially productive in these domains. Likewise, the Academy of Management (AOM) delves into these issues. In addition to SIOP and AOM, here are some other agencies and organizations ripe for your examination:

Agency for Healthcare Research and Quality (AHRQ);

American College of Healthcare Executives (ACHE);

Health Occupations Students of America (HOSA);

Hospital Research and Educational Trust (HRET);

Inter-university Consortium for Political and Social Research (ICPSR);

Center for a Diverse Healthcare Workforce at UC Davis Health;

MindTools;

O*Net;

Studer Group;

SHRM Foundation; and,

U.S. Department of Health and Human Services, Health Resources and Services Administration (HRSA).

Thanks to over a century of psychological investigators’ interest in management, motivation, and organizational behavior, an abundance of research on these topics and applications to health care settings awaits you. An organization such as the Society for Industrial and Organizational Psychology (SIOP), a special interest group of the American Psychological Association (APA), is especially productive in these domains. Likewise, the Academy of Management (AOM) delves into these issues. In addition to SIOP and AOM, here are some other agencies and organizations ripe for your examination:

Agency for Healthcare Research and Quality (AHRQ);

American College of Healthcare Executives (ACHE);

Health Occupations Students of America (HOSA);

Hospital Research and Educational Trust (HRET);

Inter-university Consortium for Political and Social Research (ICPSR);

Center for a Diverse Healthcare Workforce at UC Davis Health;

MindTools;

O*Net;

Studer Group;

SHRM Foundation; and,

U.S. Department of Health and Human Services, Health Resources and Services Administration (HRSA).

Motivation of employees is a X skill. Managers sometimes do not understand the concepts and principles of motivation well enough to put them in practice. Greater awareness and better understanding of motivation will result in better management. As Studer, Hagins, and Cochrane (2014) state, “without exception, we find that organizations that consistently improve their performance also have workforces that are passionate, productive, and proactive in finding ways to better meet patient needs. In a word, they are engaged” (p. S79). Successful managers can also recognize the differences when managing, motivating, and engaging across varying generations.

Motivation of employees is a developed skill. Managers sometimes do not understand the concepts and principles of motivation well enough to put them in practice. Greater awareness and better understanding of motivation will result in better management. As Studer, Hagins, and Cochrane (2014) state, “without exception, we find that organizations that consistently improve their performance also have workforces that are passionate, productive, and proactive in finding ways to better meet patient needs. In a word, they are engaged” (p. S79). Successful managers can also recognize the differences when managing, motivating, and engaging across varying generations.