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Motivation on Ha

Essay by   •  September 30, 2011  •  Essay  •  900 Words (4 Pages)  •  1,312 Views

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2. Motivation

HA could not give enough motivation to medical staffs, hence they decide to leave their job . We will analyze this issue in the followings:

2.1 Equity Theory

Staffs normally compare the equity ratio in two ways, first is between them and management level; second is between them and their counterparts in other hospitals.

2.1.1 Between management levels and lower level staffs

The management level employees' salary had been

accumulated increased by around 20%. But, the lower level employees' salary had been just increased by around 5% . Lower level employees thought they should have higher percentage increase of salary. This negative inequity will encourage lower level employees to abdicate.

2.1.2 Between the same levels

Junior staff included General Services Assistant (GSA) and Technical Services Assistant (TSA) are having different outcome even they had the same duty . Their variations of salaries in different hospital could be around a thousand. For example, GSAs in New Territory west earned $1,400 less than those in Kowloon west. They both work on the same duty and wanted a fair treatment, or else they will consider quitting their job.

Nurses in public hospital are also smaller than those worked in private hospital. The salary of the public nurses was $5,000 to $10,000 less than private nurses had . Moreover, nearly 50% of HK doctors are serving almost 90% patients in the public hospitals. Obviously, the input of private hospital employees was lower and had a higher level of output than those working in public hospitals. Their workload is very high comparing with private hospital, which also leads to inequity. Therefore, as experienced and specialized medical staffs are under-rewarded, they are more willing to work in the private hospitals.

2.2 Expectancy Theory

Work effort, task performance and work-related outcome are normally linked together to form motivation. In our case, the linkage between task performance and work-related outcome is very weak and provide inadequate motivation to those staffs that are under-reward.

2.2.1 Low instrumentality

There are less promotion chances for public doctors . Front- line doctors will not be promoted until they worked more than 10 years and Specialists in internal medicine do not have promotion though they had worked over 15 years. Doctors even worked more than 65 hours a week on average. They all paid much effort, but could not be promoted to higher position. Therefore, it breaks the expectancy linkage and they may decide to abdicate.

Public nurses' expectancy linkage was also broken. Public nurses paid efforts to take care of more patients, and they expected they would have a higher salary and more chances to be promoted to higher positions. As there are insufficient rewards to them, it is possible that they will consider leaving their job.

2.3 Two-factor Theory

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