In Unit II, you selected a topic for your course project. Start here by restating your topic and briefly explaining the introduction on your course project. Then, prepare an outline for your course pr

In Unit II, you selected a topic for your course project. Start here by restating your topic and briefly explaining the introduction on your course project. Then, prepare an outline for your course pr
Outline: Leading and Motivating in Healthcare Organization Introduction Leading and motivating workers is complex since it demand huge responsibilities of determining how and by whom work is performed, organizing the work plan, coaching employees, and motivating workers to remain engaged at work. People management and leadership are the optimal means and setting for fostering organizational trust and loyalty and driving people performance improvement. A leader should establish mutual trust, encourage good cooperation, manage conflicts that develop inside and between teams and employees, keep employees passionate and energized, and maintain an open dialogue. Leadership and motivation theories give human resource personnel a framework for enhancing employee satisfaction and job performance, reducing negativity within the firm, enhancing worker retention, and developing innovative ideas for better managing a healthcare organization. 1. Key leadership Theories 1.1. Transformational leadership Transformational leadership theory focuses on the relationship between leaders and followers. A leader with this kind of traits is an inspiration and charismatic and encourages followers to transform and become better at a task. 1.2. Participative leadership Participative leadership is the practice of engaging in a team-based democratic approach to advance the company goal. The idea behind this model is that rather than employing a top-down approach to manage a team, everyone is working together in the decision-making process (Vasilescu, 2019). Leaders encourage, involve, and utilize participation from everyone in decisions and work. This model makes the employee feel better, improves there morale, and helps everyone feel involved into overall organization’s decision. 1.3. Situational Leadership Situational leadership theory is based on the relationship between leaders and followers. It provides a framework to analyze each situation based on followers’ performance readiness in performing a specific task, function, and objective (Nawaz, & Khan, 2016). A leader adapts management styles to each unique situation or task to meet the needs of the team or team members. 2. Key Theories and Model of Motivation 2.1 Maslow’s theory of Hierarchy of Needs Abraham Maslow explained motivation through the satisfaction of needs arranged in hierarchical order. Satisfied needs do not motivate employees; rather, it is the dissatisfaction that moves employees toward fulfillment. The needs are conditions within the individual that are essential for maintaining life and nurturing growth and well-being. 2.2. Alderfer ERG theory Alderfer’s theory of motivation expands on the work of Maslow and takes the premise of needs categories. According to Alderfer’s theory, once the lower needs are satisfied, they occupy less attention to the employee; rather, the employee shifts their focus to higher needs since the higher need is more important to pursue (Hattie, Hodis, & Kang, 2020). 2.3. Herzberg’s Motivation-hygiene theory This theory was originally intended to address employee motivation by recognizing two sources of job satisfaction. Herzberg argues that motivating factors influence job satisfaction because they are based on an individual need for personal growth in achievement, recognition, work, responsibility, and advancement. 2.4. Reinforcement theory This theory focuses on the consequences of human behavior as motivating factors. Skinner’s operant condition theory identifies positive reinforcement as promoters that increase the possibility of the desired repetitive behavior (Badubi, 2017). The reinforcement includes praise, appreciation, promotion, and other rewards. There is still negative reinforcement which includes punishment. 2.5. Adams equity theory of Motivation The equity theory of motivation defined by Adam is based on social exchange theory stating that employees are motivated when treated equitably and consider only what they perceive to be fair based on the effort applied in the job (Hattie, Hodis, & Kang, 2020). The employee compared effort and contribution to the job and the reward they receive compared to the industry or competitor rewards. 2.6. Vroom expectancy theory The expectancy theory integrates needs, equity, and reinforcement theory to explain how employees choose from alternative forms of voluntary behavior based on the belief that the decision will have the desired outcome (Badubi, 2017). The expectancy theory assumes employee efforts will result in success. 3. Recruitment and Retention Recruitment and retention are two human resource functions that require strategic thought and planning. A recruitment and retention plan aims to develop the right budget to support recruitment and appropriate strategies to promote employee retention. 4. Conclusion The employee in a healthcare context will require leadership that motivates and inspires followers in the correct direction and fosters workplace innovation. Situational leadership is essential for leaders, especially when confronted with uncertainty, whereas transformational leadership is essential for fostering creativity in the workplace. Participatory leadership enables a leader to include every staff in decision-making, which boosts morale and increases buy-in. Some employees are motivated by intrinsic benefits, whereas others are motivated by extrinsic rewards. In this instance, motivation theories give human resource professionals an in-depth insight into how employees are motivated and the factors that drive their incentive to perform diligently. This understanding can be applied to developing recruitment and motivation approaches to enhance employee satisfaction, performance, and retention. References Badubi, R. M. (2017). Theories of motivation and their application in organizations: A risk analysis. International Journal of Innovation and Economic Development, 3(3), 44-51. Hattie, J., Hodis, F. A., & Kang, S. H. (2020). Theories of motivation: Integration and ways forward. Contemporary Educational Psychology, 61, 101865. Nawaz, Z. A. K. D. A., & Khan, I. (2016). Leadership theories and styles: A literature review. Leadership, 16(1), 1-7. Vasilescu, M. (2019). Leadership styles and theories in effective management activity. Annals-Economy Series, 4, 47-52.