Money_Is_Not_a_Motivator

Money is Not a Motivator Work is a part of life. Some people enjoy their occupations, while others dread going each day. What causes high levels of motivation and satisfaction' Can the work itself inspire someone to achieve company goals' Is money or salary able to sustain job satisfaction' There are many reasons why people go to work. Employment satisfaction can come from recognition or accomplishments, not through money or salary. Frederick Herzberg provided a perspective on employee satisfaction through the Motivation-Hygiene theory. This theory was developed by interviewing 200 accountants and engineers. (Wallace, 2009) Each person was asked to recall occasions when they felt satisfied and motivated or dissatisfied and unmotivated. He found that different factors contributed with satisfaction and dissatisfaction. Satisfactions emerge from motivation factors, which are associated to the work content. Dissatisfaction came from hygiene factors or the work environment. When managers provide appropriate levels of motivation factors, they can ensure employees have a high level of satisfaction. (Huston, 2009) Delegation can be a powerful tool for conveying responsibility and authority to the staff. This gives the personal a stronger role in their jobs which means more fulfillment and motivation. Employees often feel fulfillment when they realize they are making a difference. Experienced managers and supervisors will acknowledge and celebrate a solution to a problem. Without this step, personal will become frustrated, skeptical and even cynical about efforts. Let each worker hear appreciation from the people they have helped. (Levine, 2009) This will provide a sense of pride in their work and desire to continue giving outstanding performance. Employee recognition is a powerful communication tool that reinforces positive accomplishments. When recognizing staff members effectively, reinforcement for the actions and behaviors the company most want to see people repeat. When considering personal recognition processes, develop recognition that is equally powerful for both the company and the employee. (Wallace, 2009) The recognition should occur as close to the performance of the actions as possible, so the recognition reinforces behavior the manager wants to encourage. Employees want their efforts noticed and their good work appreciated. Through experience, money is not a motivator. I felt it would be a great opportunity to expand my nursing skills by working in the Pediatric ICU at Primary Children’s Hospital. Although the significantly higher pay was a huge enticement, the PICU lacked the autonomy I enjoyed as a Thoracic ICU nurse. The TICU had numerous protocols that allowed nurses to use their skills and expertise for cardiovascular patients. The PICU had multiple teams of medical students, residents, interns and attending physicians. An ABG or treatment of a blood sugar could not be performed without finding the correct person’s permission. The previous day, I had a patient code due to a low blood sugar level. When his sugar reached 34, I rushed to find the resident to see how he wanted to proceed. I felt helpless when I could not get a hold of anyone. My normal response would be to treat the BS per protocol. Each day became more and more frustrating and I found myself dreading going to work. After a number of weeks in the PICU, I realized the high pay increase became less important compared to enjoying my job. I learned that I was someone who needed the self satisfaction of autonomy to appreciate my job and enjoy working as a nurse. Employment satisfaction can come from recognition or accomplishments, not through money or salary. Delegation can be a powerful tool for conveying responsibility and authority to employees. This gives the personal a stronger role in their jobs which means more fulfillment and motivation. Staff recognition is a powerful communication tool that reinforces positive accomplishments. People want their efforts noticed and their good work appreciated. References Huston, Carol J. RN, CNAA, MSN, DPA and Marquis, Bessie L. RN, MSN (2009). Leadership Roles and Management Functions in Nursing. 6th Edition. New Delhi: Wolters Kluwer│ Lippincott Williams & Wilkins. Levine, Leslie. (2009). Stregthen Your Business by Developing Your Employees. http://www.allbusiness.com/human-resources/employee-development/1240-1.html. Wallace, Karen. (2009). Helping Employees Succeed. http://facstaff.law.drake.edu/karen.wallace/goal_setting/resources.html.