Tanzania reported were low salary levels, the frequent unavailability of necessary equipment and consumables to ensure proper patient care, inadequate performance evaluation and feedback, poor communication channels in different organizational units and between workers and management, lack of participation in processes, and a general lack of concern for workers welfare by the hospital management. Therefore, many workers at all levels in the hospital were not motivated with the tasks they performed due to a variety of factors. That means performance, improved communication at all levels, and introduction of measures to demonstrate concern for the workers’ welfare. TABLE OF CONTENTS making
Figure 1: Integration Model of Motivation Source: Schermerhorn, Hunt and Osborn, (1977 This model presents the inter-relationship among The relationship between each issue with one another is not always direct but the circle process indicates where individual motivation works to effect level and quality of performance and in turn, the various outcome resulted from work performance, will affect the individual motivation. Motivation influences performance which is determined by individual attributes such as ability and experience, organizational support such as resources and technology, and work effort – the point at which an individual’s level of motivation comes directly to bear. Individual motivation directly determines work effort, and the key to motivation is the ability to create a work setting that positively responds to individual needs and goals. Whether or not a work setting proves motivational for a given individual depends on the availability of rewards and their perceived value. The content theories enter the model that guide to understanding individual attributes and identifying the needs that give motivational value to the possible rewards. When the individual experiences intrinsic rewards for work performance, motivation will be directly and positively affected. Motivation can also occur when job satisfactions result from either extrinsic or intrinsic rewards that are felt to be equitably allocated. When felt negative inequity results, satisfaction will be low and motivation will be reduced (Schermerhorn, Hunt and Osborn, 1997). satisfaction.
Establish high standards of performance Develop accurate performance appraisal systems Teach supervisors how to do appraisals and to give feedback Link rewards closely to performance Use a wide range of increase Figure 5: Guidelines for Effective Merit-Pay Systems Source: Cascio, F. W. (1998) Effective incentive system strategy is the system which allows one-time supplements to basic payment (Cascio, 1998). Properly designed incentive programmes work because they are based on two well-accepted principles: (i) increased motivation improves performance (ii) recognition is a major factor in motivation. Such incentive programmes must strictly follow the rules: Be simple: the rules of the system should be brief, clearly and understandable. Be specific: employees need to know precisely what they are expected to do. Be attainable: every employee should have a reasonable chance to gain something Be measurable: measurable objectives are the foundation on which incentive plans are built. Some money for the programme will be wasted. Simple