Establishing and executing new team norms will also

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employees/teams direct away from company vision. Establishing and executing new team norms will also help Darnall’s units to be in-tune with each other and provide the best service possible to soldiers on Fort Hood, TX. By focusing more on executing a task-specialist role instead of a socio-emotional role leader at the hospital are only interested in the task at hand and fail to see that employees are the main contributors to happy hospital patients. The technology the hospital has can only help to a certain point but this does not provide the human touch hospitals need. Leaders here fail to understand the interests, values, opinions, and goals of team members in order to examine and realize that these hospital team units stand for and how each unit should function. Practicing a fallibility type model at the hospital will allow leaders to admit to their mistakes and ask for help from employees when needed. This would allow Darnall unit employees the opportunity to bring errors to the attention of leaders and to openly discuss concerns they many have. Leaders at Darnell should also focus on employee rewards and recognition for performing a superior service to hospital patients. These leaders need to stop looking only after their own economic welfare
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and begin considering employees as a vital input of the hospital. Providing this credit for good performance will help ensure that these hospital units work more effective and cohesive. Herzberg’s Two Factor Theory of Employee Motivation: When looking at this two factor theory model of motivation we see what factors motivate employees to perform their best and which factors lead to employee dissatisfaction. Darnall hospital employees are currently in the area of dissatisfaction because these employees are not being recognized or rewarded for a job well done. The organization is currently working well but there is much room for improvement. Hospital employees’ motivation levels are affected by working condition, pay/security, company policies, supervisors/leaders, and interpersonal relationships. Current workings conditions are good at the hospital but current economic cuts and sequester have pushed the hospital to cut employees. This has caused working conditions to change because employees are no longer as motivated to perform as previously before the economic recession hit the United States. Having good hygiene factors remove the dissatisfaction but does not cause employee satisfaction or motivation with their job. Leaders at the hospital need to make a move away from poor hygiene factors and to high motivators. These leaders need to avoid operating at a mid-level where employees are neither satisfied nor dissatisfied because over time employees can fall back to poor hygiene factors and become dissatisfied with their job once again. By providing employee achievement, recognition for great
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  • Fall '12
  • fry
  • Darnall, Darnall hospital

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