Health personnel turnover determines the deteriorated working conditions for employees and the decline in the quality of services. The industry is unique in that the team faces stress and increased responsibility daily. Therefore, creating a motivational strategy should occur by identifying group needs and values and efforts to satisfy them. The goal-setting concept was chosen as the most suitable, as it allows one to adapt the operating paradigm to actual problems and consider the psychological diversity in staff.
Managing a qualified team is fundamental to providing quality prevention and treatment. However, staff turnover determines the challenges in building trust and supportive relationships within the group. Workers quit due to burnout, irregular schedules, complexity delegating responsibilities, and financial inequality (Lindley & Cozad, 2016). Employee motivation and retention are the long-term goals of the health care system. In turn, creating local motivational strategies allows one to find out the needs of doctors and nurses, monitor relevant problems, and offer timely solutions to maintain well-being in the team.
The goal-setting concept allows one to tailor motivational actions to the needs of people and institutions. It has been noted that this model shows efficiency for labor productivity, involvement in cooperation, and interest in long-term partnerships (Teo & Low, 2016). On the other hand, the theory is flexible and should be optimized only after learning about goals, values, and motivators for employees. It can be incorporated into hospital settings by increasing remuneration for overtime hours, the ability to self-adjust work schedules, and engaging in shared leisure activities. It is a form of corporate integrity, as a definite goal setting will eliminate misunderstandings and provide the team with practical guidance for action. Moreover, it correlates with Christian norms as it promotes honesty, self-expression, and mutual respect at all levels of the hierarchy (Fitch & Bartlett, 2019). Thus, the chosen model is appropriate because of the understanding of goals and the lack of uncertainty, which is a motivator for turnover.
The motivation of staff to carry out their daily routine and to have long-term cooperation with the institution results from a high-quality motivational policy. The goal-setting theory improves transparency between management and staff, as it introduces the practice of assigning responsibilities, involving employees in developing corporate strategies, and giving them a voice to optimize the workspace. Thus, this model is positively correlated with improved productivity and turnover rates.
References
Fitch, M., & Bartlett, R. (2019). Patient perspectives about spirituality and spiritual care. Asia-Pacific Journal of Oncology Nursing, 6(2), 111.
Lindley, L., & Cozad, M. (2016). Nurse knowledge, work environment, and turnover in highly specialized pediatric end-of-life care. American Journal of Hospice and Palliative Medicine, 34(6), 577-583.
Teo, T., & Low, K. (2016). The impact of goal setting on employee effectiveness to improve organisation effectiveness: Empirical study of a high-tech company in Singapore. Journal of Business & Economic Policy, 3(1).