P365 Motivation and quality of medical services

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Abstract

Introduction

Strong motivation of employees is very important for success. Without motivation, it is hard to work and demonstrate creativity.

Introduction

Motives are always a complex result of bio physiological, psychological and social factors.

Introduction

In order to make sure the motivational measures would deliver the desired results, the driving factors for better work and performance should be previously examined. At the end of a period set for the results to be delivered, an assessment of the satisfaction of the employees’ needs should be made.

Objective

The goal of this research was to the fortification of motivation and quality of medical services in three healthcare organisations.Various methodologies might be used for the study of motivation and measurement of the employees’ satisfaction.The indirect methods, such as: interest for the training; earnings compared with other healthcare organisations; earnings increase in a given period;work performance; improved working conditions;

Objective

With direct methods (questionnaires and interviews) an amount of information requested for decisionmaking is much larger, but there are also limits to take into account.

Objective

The crucial step to be made in order to increase the motivation of the employees is to remove all the obstacles and demotivating elements in the working ambience. In most of the cases under such conditions, the employees maintain self-motivation for increasingly better performance in their line of work

Objective

In any case, the motivation is a process that has its goals, impacts and that is measurable.

Material and method

We have conducted research in three healthcare organisations in order to approximately establish the motivation factors and to identify the disproportion between the present and desired situation, which would bring about an improvement in healthcare service quality. It is important to stress that the tested healthcare organisations had not started an implementation of the quality standard.

Material and method

Based on the experience acquired through the previous work, a weight value is determined, while the presumed analysis of the present situation is used to assess the characteristics of the elements, on the 1–10 scale.

Material and method

The analysis shows that the motivation is influenced by: Security at work challenging goals,professional development and promotion,carrier planning,awards,visible managerial support

Material and method

The values are quite small. This is why it is important for the management to be additionally actively involved, because a good manager sets a clear goal, explains his/her expectations, allows the feedback, ensures the resources, gives awards and punishes when the time is right, understands the needs of the employees for various awards, applies the principle of fairness.

Conclusions

Motivation in the field of organisation, including healthcare organisation, means incitement or existence of a reason for stimulation of willingness to work and perform. People’s activities and their behaviour are always incited by the causes and goals occurring as incitement to activity, or stimulus or motives for activities. Motives are always a complex result of bio physiological, psychological and social factors.

Conclusions

The crucial step to be made in order to increase the motivation of the employees is to remove all the obstacles and demotivating elements in the working ambience. In most of the cases, the employees will maintain self-motivation for achieving better results in their workplace. If special motivational measures for the employees are added to the elementary preconditions, one might expect a continuous improvement of working processes and, of course, of business results.

Conclusions

Finally, it should be concluded that openness, trust and motivation represent the basis for the culture of quality, without which a healthcare organisation can hardly operate.

Conclusions

Tables already be displayed on the poster.

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