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Motivational Strategies for Nurses

Motivation in the workplace can be understood as a process that impacts employees’ behaviors and attitudes towards their responsibilities. In the nursing area, motivation morale is significant since the actions of nurses largely determine patients’ health outcomes and their overall well-being. The failure to achieve the standards set leads to the inability to ensure high-quality services and meet the needs of patients. In this connection, it is critical to timely reveal and addresses motivational issues that occur in the workplace by using a variety of motivational strategies.

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Unclear Requirements and Feedback Use

The problem that will be considered in this paper is associated with a lack of clear expectations and the subsequent employee confusion and low morale. When the hospital decided to implement a new policy on reducing the number of older adult patient falls, management shared the brochures with a brief review of the need to reduce falls and the call to be more attentive to patients. No reporting changes or specific instructions were given to nurses who worked with geriatric patients. It should be stated that the policy implied the early recognition of fall factors and their timely improvement. The rate of patient falls remained, which created an environment with motivational issues. The staff did not understand the ways to decrease falls, and they were not given examples of proper performance.

Feedback provision can be noted as the most feasible and relevant motivational strategy for the identified problem. When it became clear that the staff did not understand their responsibilities, the managers can establish adequate feedback and encourage open discussion. For example, the managers and nurse leaders can apply the practice of group discussions once a week to communicate the challenges faced by nurses (Jooste & Hamani, 2017).

The expectations regarding the hospital environment and patient care can be clarified in the course of such meetings when the staff can ask any questions. In response, managers should outline some intermediate objectives on the way to accomplishing the ultimate goal. It is important to create a trustworthy, positive, and proactive atmosphere and ask the employees to share their concerns. In addition, the strategy of feedback can be implemented via suggestion boxes and monthly surveys, which will help to collect more data on staff motivation. The most promising ideas and solutions can be shared during group discussions.

Feedback is an opportunity to give a reaction to the employees, translate the strategic goals of the organization, and convey how each employee can influence the success of the new intervention. At the same time, the chosen strategy fosters positive communication between the staff and management, which increases nurses’ workplace morale (Macauley, 2015). Most importantly, such an attitude to the motivational issue not only addresses it but also prevents further incidents.

If the employees recognize that they are valuable, their overall workplace satisfaction, confidence, and outlook improve. Communication built between the management and staff is likely to be adopted by the latter in their interaction with the patients. In turn, it would beneficially impact the ability of nurses to reveal early fall symptoms.


To conclude, it should be stated that a lack of clear requirements and expectations is a critical motivational issue that reduced staff morale. In case when nurses do not properly understand their performance instructions, it is unlikely that they will provide high-quality care. The strategy of feedback is the best soliton to the identified problem as it promotes positive communication, a trustworthy atmosphere, and the prevention of motivational issues in the future.

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Jooste, K., & Hamani, M. (2017). The motivational needs of primary health care nurses to acquire power as leaders in a mine clinic setting. Health SA Gesondheid, 22(1), 43-51.

Macauley, K. (2015). Employee engagement: How to motivate your team? Journal of Trauma Nursing, 22(6), 298-300.

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