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The Priest, the Sex Worker, and the CEO: Measuring Motivation by Job Type.

ABSTRACT: This study uses latent semantic analysis (LSA) to explore how prevalent measures of motivation are interpreted across very diverse job types. Building on the Semantic Theory of Survey Response (STSR), we calculate “semantic compliance” as the degree to which an individual’s responses follow a semantically predictable pattern. This allows us to examine how context, in the form of job type, influences respondent interpretations of items. In total, 399 respondents from 18 widely different job types (from CEOs through lawyers, priests and artists to sex workers and professional soldiers) self-rated their work motivation on eight commonly applied scales from research on motivation. A second sample served as an external evaluation panel (n = 30) and rated the 18 job types across eight job characteristics. Independent measures of the job types’ salary levels were obtained from national statistics. The findings indicate that while job type predicts motivational score levels significantly, semantic compliance as moderated by job type job also predicts motivational score levels usually at a lesser but significant magnitude. Combined, semantic compliance and job type explained up to 41% of the differences in motional score levels. The variation in semantic compliance was also significantly related to job characteristics as rated by an external panel, and to national income levels. Our findings indicate that people in different contexts interpret items differently to a degree that substantially affects their score levels. We discuss how future measurements of motivation may improve by taking semantic compliance and the STSR perspective into consideration.

SUBMITTER: Arnulf JK

PROVIDER: S-EPMC7316959 | biostudies-literature | 2020

REPOSITORIES: biostudies-literature

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Project description:BackgroundLeadership is key to strengthening performance of Health Systems. Leadership styles are important organizational antecedents, especially in influencing employee's motivation, job satisfaction, and teamwork. There is limited research exploring this relationship among health workers in resource-limited settings such as Uganda. The aim of this study was to examine the relationship between transformational, transactional, and laissez-faire leadership styles and motivation, job satisfaction, and teamwork of health workers in Uganda.MethodWe conducted a cross-sectional study in 3 geographic regions of Uganda in November 2015, using self-administered questionnaires with 564 health workers from 228 health facilities. Data were collected on health workers' perception of leadership styles displayed by their facility leaders, their level of motivation, job satisfaction, and team work. Using Pearson correlation, relationships among variables were identified and associations of the components of leadership styles with motivation, job satisfaction, and teamwork was found using multivariable logistic regression.ResultsHealth workers in Uganda preferred leaders who were transformational (62%) compared with being transactional (42%) or laissez-faire (14%). Transformational leadership was positively correlated with motivation (r=0.32), job satisfaction (r=0.38), and team work (r=0.48), while transactional leadership was positively correlated with job satisfaction (r=0.21) and teamwork (r=0.18). Motivation was positively associated with leaders who displayed idealized influence-behavior (odds ratio [OR]=3.7; 95% CI, 1.33-10.48) and intellectual stimulation (OR=2.4; 95% CI, 1.13-5.15) but negatively associated with management by exception (OR=0.4; 95% CI, 0.19-0.82). Job satisfaction was positively associated with intellectual stimulation (OR=5.7; 95% CI, 1.83-17.79). Teamwork was positively associated with idealized influence-behavior (OR=1.07-8.57), idealized influence-attributed (OR=3.9; 95% CI, 1.24-12.36), and contingent reward (OR=5.6; 95% CI, 1.87-17.01).ConclusionTransformational styles had a positive impact on stimulating motivation, assuring job satisfaction, and consolidating teamwork among health workers compared with those who demonstrated transactional skills or laissez-faire styles.RecommendationSupporting transformational leadership skills development in health facility leaders could encourage health worker motivation, strengthen job satisfaction, and maintain cohesion among health workers for better service delivery.

Project description:BACKGROUND: Motivation and job satisfaction have been identified as key factors for health worker retention and turnover in low- and middle-income countries. District health managers in decentralized health systems usually have a broadened 'decision space' that enables them to positively influence health worker motivation and job satisfaction, which in turn impacts on retention and performance at district-level. The study explored the effects of motivation and job satisfaction on turnover intention and how motivation and satisfaction can be improved by district health managers in order to increase retention of health workers. METHODS: We conducted a cross-sectional survey in three districts of the Eastern Region in Ghana and interviewed 256 health workers from several staff categories (doctors, nursing professionals, allied health workers and pharmacists) on their intentions to leave their current health facilities as well as their perceptions on various aspects of motivation and job satisfaction. The effects of motivation and job satisfaction on turnover intention were explored through logistic regression analysis. RESULTS: Overall, 69% of the respondents reported to have turnover intentions. Motivation (OR?=?0.74, 95% CI: 0.60 to 0.92) and job satisfaction (OR?=?0.74, 95% CI: 0.57 to 0.96) were significantly associated with turnover intention and higher levels of both reduced the risk of health workers having this intention. The dimensions of motivation and job satisfaction significantly associated with turnover intention included career development (OR?=?0.56, 95% CI: 0.36 to 0.86), workload (OR?=?0.58, 95% CI: 0.34 to 0.99), management (OR?=?0.51. 95% CI: 0.30 to 0.84), organizational commitment (OR?=?0.36, 95% CI: 0.19 to 0.66), and burnout (OR?=?0.59, 95% CI: 0.39 to 0.91). CONCLUSIONS: Our findings indicate that effective human resource management practices at district level influence health worker motivation and job satisfaction, thereby reducing the likelihood for turnover. Therefore, it is worth strengthening human resource management skills at district level and supporting district health managers to implement retention strategies.

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The Priest, the Sex Worker, and the CEO: Measuring Motivation by Job Type.

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