The perception of an organisation by its employees” is referred to as the “organizational climate” (Marquis and Huston, 2017). Because that “climate” is founded on a person’s private opinion, it can differ significantly from one individual to the next. It’s critical for managers to evaluate the organisational climate of the unit since it is critical that it be constructive. If the atmosphere is negative, managers should make changes to make it extra positive (Marquis and Huston). Workers who believe they operate in an environment with a positive organisational climate will be much happier in their jobs. That will result in increased efficiency and patient care, in addition to employee preservation over time. When determining the organizational climate of the workplace, there are a few questions and topics to consider.
My current unit, as well as the organisation in which I operate, has a relatively positive organisational climate, in my opinion. In terms of my unit’s communal environment, it is fantastic. I work the night shift, and everyone is persistent about collaboration as well as helping each other out. We also get along swimmingly, and several of my colleagues have turned into close friends outside of the office. When you work with people you enjoy being around, work becomes more enjoyable. Other positive facets of the company and unit are the communication and support level I receive from my directors and managers. We communicate in a very relaxed and informal manner. We just text each other if they need something from me or if I have a question. They can also help me change my schedule and move days around if necessary. Another plus is my company’s commitment to helping you advance your career. Nurses are frequently transferred to additional units where they are especially interested. They similarly encourage students to continue their education by reimbursing tuition costs as well as paying for tests.
Motivation is defined as “the internal force that influences or directs behavior” (Marquis and Huston, 2017). Nonetheless, a person’s motivation derives from within, and aspects such as the work setting can have a significant impact. In order to maximise motivation, managers as well as leaders must create a constructive environment as well as support workers (Marquis and Huston, 2017). Presently, where I work, there is a lot of motivation. In the unit where I work, the majority of the nurses are new to the profession, having worked for less than five years. We’re all eager to further our education and obtain certification. Everyone has ideas about what they want to do in the future. We’re all fired up about our prospects for the future. This also has an impact on our work. Every time they work, almost everyone comes in and gives it their all.
Managers and leaders assess the work environment in a variety of ways. One method is for them to observe the work environment in general. For instance, recurrent staff call-offs and a lack of employee preservation would indicate a negative work environment. Staff departing and moving to other amenities or even different units could indicate that there is a climate problem. Managers and facilities can use anonymous satisfaction surveys to learn more about the environment. These surveys ask questions about management, colleagues, and available resources, among other things. Because of the anonymity, workers can provide candid feedback without fear of repercussions.
A common workplace issue is a lack of motivation. Employee motivation has a direct impact on their productivity and performance. Although employees are compensated for their efforts, this is insufficient to keep them motivated at work. Individuals don’t usually take on a job exclusively for the money; there are typically other factors at play, such as personal goals and fulfilment. An employer, work environment, and working terms and conditions are all factors that can influence motivation. Employees who are motivated do not require prompting to complete tasks, resulting in increased productivity (Herzberg, 2003).
Employee empowerment is one strategy managers can use to boost employee motivation. According to the definition (Marquis and Huston, 2017), “the process of allowing employees to have input and control over their work, as well as the ability to openly share suggestions and ideas about their work and the organisation as a whole.” That gives workers the impression that they are in authority over what happens at work. That gives them the impression that their view matters and that they are respected as team members. Workers who feel valued and incorporated are more likely to be motivated. They should put forth more energy in their work and add to the motivational climate of the unit.
Managers can also use incentives and rewards to encourage employees to become more motivated. However, so as to remain a motivating force, rewards ought to be offered only when something truly remarkable happens. Employees can be highly motivated by positive reinforcement (Marquis and Huston, 2017). Negative feedback given repeatedly without acknowledging the positives could demoralise employees as well as cause them to mislay motivation. Positive reinforcement gives the impression that what the employee is accomplishing is appreciated and being noticed. This will result in a more positive work environment, which will boost employee motivation.
References
Herzberg, F. (2003, January). One More Time: How Do You Motivate Employees? Harvard
Business Review. https://doi.org/10.1007/978-1-349-02701-9_2
Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing:
Theory and application. Philadelphia, PA: Wolters Kluwer.
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