09 April 2015

Motivation Theory

What motivates us?   What makes us get up and want to do better?  Jump higher?  Run Faster?  What is it about top athletes such as Usain Bolt and Jessica Ennis that enables them to perform at the top of their game when it matters most?  Why do mountaineers battle their way to the top of the highest peaks, risking their lives in the process, only to want to do it again and again?   Do we all possess this extraordinary inner strength and if so can we tap into this drive and motivation on an everyday basis?

In the business environment it can be easy to assume that the biggest motivating factor for a workforce is the money that they take home from it. But time and time again, research has proved that this is a misleading and naïve theory.  The fundamentals of motivation are in fact formed deep within us and stem from our most basic human instincts of safety and security.  American psychologist, Abraham Maslow first published his ‘Hierarchy of Needs’ in the 1940s, after recognising that there were tiers of physiological and psychological elements that needed to be met for a person to be completely satisfied and achieving their best.  Humans he summarised need to feel a sense of belonging and acceptance, they need to feel respected and valued by others. 

Maslow's ideas were quickly adopted and in the second half of the 20th Century it became widely accepted that employee's hopes, feelings and needs all had a major contributing factor on performance productivity.  In 1960 Douglas MacGregor built on Maslow's theory when he published his best-seller, 'The Human Side of Enterprise.' The book promoted a people-centred managerial approach, directly contrasting the more traditional and previously accepted authoritative style of employee management.   Herzberg, another strong advocate of motivation theory, hypothesised challenging work, recognition and responsibility coupled with achievement, recognition and personal growth were the primary motivators for employees and  dissatisfaction  was most likely to spring from 'hygiene factors' such as salary and job security. 

Newcross Healthcare could not be the company it is, without the many great people it employs. As we have grown from 1 office to 40, we have never lost sight of our responsibility to our employees.  We recognise and encourage the intrinsic drive and motivation of our staff, allowing them to be self-starters who feel part of the Newcross family, valued and supported by their colleagues and recognised by their managers through regular appraisals and reward schemes such as our 100 Club and Excellence in Healthcare awards.  We strongly believe in developing our staff and ensure we spend time, energy and effort in understanding them, taking into account their goals and connecting them to our own. We want them to feel heard and listened to, so they can be the best they can be, achieving everything they can, positively changing the lives of others as they do so.

Join Newcross Healthcare

As a growing, national company, we have a number of vacancies for dedicated healthcare staff and exceptional office and operations staff.  Find out more about our available roles and how to apply here

www.newcrosshealthcare.com/jobs     

Enjoyed this?  You can find more articles from our Senior Management Team,  in the latest issue of Newcross Journal