Harvard Business Review. Nov-Dec, 2019, Vol. 97 Issue 6, p132, 8 p.
Company business management, Corporate culture -- Management, Employee motivation -- Management, Employee motivation -- Methods, and Mission statements
A clearly articulated purpose is not only an organization's promise to its customers, but also a way for employees to see the value that they themselves create. The purpose should address these core issues: the organization's reason for existing, the value it provides to customers, and what makes the organization the best to provide it. To do this, organizations must attract appropriate talent for key roles, remove silos to increase cross-functional collaboration, invest behind the purpose, and ensuring that leaders embody the purpose via their words and actions. Questions that should be asked include whether employees can identify their organization's purpose from among those of others, and whether they can state the organization's purposed if asked to do so.
Korlen, Sara, Amer-Wahlin, Isis, Lindgren, Peter, and Thiele Schwarz, Ulrica
The International Journal of Health Planning and Management. Oct-Dec, 2019, Vol. 34 Issue 4, p1439, 17 p.
Industrial efficiency -- Methods, Industrial efficiency -- Analysis, Employee motivation -- Methods, Employee motivation -- Analysis, Medical research -- Methods, Medical research -- Analysis, Medicine, Experimental -- Methods, Medicine, Experimental -- Analysis, Professional workers -- Methods, and Professional workers -- Analysis
Keywords: economic efficiency; economic governance; health care staff; hybrid professionalism; motivation Summary Background Economic resources are limited in health care, and governance strategies are used to push provider organizations to use resources efficiently. Although studies show that hybrid managers are successful in reconciling economic efficiency requirements with professional values to meet patient needs, surprisingly few studies focus on staff. The aim of this study is to explore staff members' experience of economic efficiency requirements. Methods A mixed method design was applied, targeting multi-professional staff in the Department of Rehabilitation Medicine in a Swedish university hospital. Survey data was collected (n = 93), followed by focus-group interviews to support the understanding of the quantitative findings. Findings The findings show that health care staff is knowledgeable and intrinsically motivated to consider efficiency requirements, albeit it should not dominate clinical decisions. However, staff experiences little influence over resource allocation and identifies limitations in the system's abilities to meet patient needs. Staff experience incorporates a local unit and a system perspective. Conclusion Staff members are aware of economic efficiency requirements and will behave accordingly if patients are not at risk. However, their engagement seems to rely on how economic efficiency requirements are handled at multiple system levels and their trust in the system to fairly support patient needs. Byline: Sara Korlen, Isis Amer-Wahlin, Peter Lindgren, Ulrica Thiele Schwarz
Recent data along with anecdotal evidence signal that white-collar crime is on the rise, despite government regulations and compliance mandates aimed at deterring it. However, research indicates that policy is not to blame; instead, flawed corporate cultures and weak leadership are, which push employees to meet goals at all costs. Company leaders must drive home the message that crime harms everyone in the firm, and punish violators consistently and equally. The also need to hire managers who possess integrity, and develop decision-making processes which reduce opportunities to commit unethical or illegal acts. Lastly, they should champion transparency throughout the organization.
Harvard Business Review. March-April, 2019, Vol. 97 Issue 2, p92, 10 p.
Company business management, Employee performance -- Management, Employee motivation -- Methods, Employee development -- Methods, Leadership -- Methods, Feedback (Psychology) -- Psychological aspects, Feedback (Psychology) -- Social aspects, and Supervision of employees -- Methods
The article examines reasons why feedback is not the most effective way to help employees improve their performance. First, people generally do not have the objectivity necessary to rate others reliably. Second, criticism has been found to hinder the ability of the brain to learn; and third, excellence cannot be defined in advance - it is idiosyncratic, but also, it is not the opposite of failure. To improve employee performance, mangers should look for outcomes, replay their instinctive reactions, promptly review successes rather than failures - successes being the highest priority interrupt - and examine, in this order, the present, past, and future regarding performance.
MIT Sloan Management Review. Wntr, 2019, Vol. 60 Issue 2, p78, 6 p.
Company personnel management, Company business management, Corporate sustainability -- Management, Employee motivation -- Methods, Employee motivation -- Environmental aspects, Employee motivation -- Social aspects, Corporate culture -- Influence, International business enterprises -- Human resource management, International business enterprises -- Innovations, and International business enterprises -- Analysis
How multinational companies motivate their employees to pursue innovation that promotes sustainability is examined. The findings show that the company's purpose and how sustainability fits in must be articulated by the managers. They also need to make sure that employees have adequate budgets and resources, as well as opportunities to collaborate.
Jensen, Ulrich Thy, Andersen, Lotte Bogh, and Jacobsen, Christian Botcher
Public Administration Review. Jan-Feb, 2019, Vol. 79 Issue 1, p12, 13 p.
Management by objectives -- Methods, Public administration -- Methods, Leadership styles -- Methods, and Employee motivation -- Methods
Byline: Ulrich Thy Jensen, Lotte Bogh Andersen, Christian Botcher Jacobsen Abstract Questions of how and when managers can motivate the workforce of public organizations are fundamental for scholars and practitioners alike. A dominant assertion is that goal-oriented leadership strategies, such as transformational leadership, foster public service motivation (PSM). However, existing studies rely on designs that are vulnerable to endogeneity and rarely investigate the scope conditions of the leadership-PSM relationship. Combining a field experiment with 364 managers and surveys of their 3,470 employees, the authors show that transformational leadership and transactional leadership, when induced experimentally, do not have the claimed positive effect on PSM. In fact, the results indicate that goal-oriented leadership can have demotivating effects when employee and organizational values are incongruent. Public managers should therefore carefully assess existing levels of value (in)congruence before implementing goal-oriented leadership strategies, and-in case of value conflicts-seek to align perceptions of the desirable among members of the organization. Biographical information: Ulrich Thy Jensen is assistant professor in the School of Public Affairs at Arizona State University. His research spans domains of leadership and organizational behavior. His recent contributions focus on work motivation and values among public service providers and on how leadership behaviors shape attitudinal and performance outcomes in public organizations. E-mail: email@example.com Lotte Bogh Andersen is professor in the Department of Political Science at Aarhus University, Denmark. Her research interests include leadership, motivation, behavior, and performance of public employees; she also has contributed to research concerning economic incentives and motivation crowding theory. She is director of Crown Prince Frederik Center for Public Leadership. E-mail: firstname.lastname@example.org Christian Botcher Jacobsen is associate professor in the Department of Political Science at Aarhus University, Denmark. His research focuses on leadership, motivation, and performance in public organizations. E-mail: ChristianJ@ps.au.dk CAPTION(S): Supporting Information