Employee Motivation
The motivation situation at MRI Center would probably be consideredabove average by most employees, particularly in the current 'more work forthe same pay' business environment. MRI Center mixes a combination of old-school motivators, including bonuses and 'gifts' such as golf days, with'intrinsic' motivational methods. By and large, supervisors are notexpected to berate subordinates; they are expected to treat them, even inchallenging situations, with the same courtesy the entire staff is expectedto extend to doctors and patients visiting the facility, no matter howdemanding those doctors or patients, each in his or her own way, might be.Recognition, in general, is used as a motivating factor at MRI Center.However, it may not be done consistently enough; there is no specifictraining, and there is no specific format or group of formats to befollowed. While it is nice to have leeway, perhaps setting a floor valuefor recognition would improve that aspect of MRI Center's recognitionefforts. Ventrice has noted not only that recognition is at the core ofall effective employer-employee relationships, but also "it's a kind ofglue that holds strong businesses together." (Incentive, 2003)
(Pecen, 1996) Coupled with Green's advice, it is paramount that this pay-and-trust issue be revisited to be sure it is not out of line with the restof the company's motivational strategies. This, Green says, teaches both kinds ofemployees that they do not have to pull their weight to be rewarded. Another motivator is found in confidence. This is an issue that many motivation writers mention. Under those circumstances, itis likely more than one employee would feel a drop in confidence. If an employee fails at atask, sometimes even once, that employee might experience a temporarydeflation. Except for twice-yearly reviews, thereis no way for managers to discover whether people are derivingsatisfaction, as well as money and perks, from their jobs at MRI Center. Green also says that it is easy for managers to rewardemployees for good work, but much more difficult to withhold rewards whenan employee has not performed up to expectations. Greennoted that companies often fail to provide the sort of open forum thatwould encourage employees to speak about these problems. Adding some method of determining the satisfactionlevels of employees would enhance the motivational atmosphere. When employees can do the job well naturally, they know they can perform and there will be no confidence problems. Green says: Most importantly, managers can improve motivation by assigning work to employees that they naturally do well and that they enjoy. It appears, in light of the perceived lack of openness, that MRICenter might be using more old-style, non-intrinsic motivators than itfirst appeared. Thatleads to motivation and performance problems before long. When an employee who is performing poorly iseither a troublemaker or an exceptionally dedicated employee, withholdingreward may be particularly difficult for a manager to do, in the first casebecause it may lead to even more trouble, and in the second because of themanager's reluctance to disappoint a loyal employee.
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Acceptance Essays
