Work Environments and Morale: Setting Up Your Program For Success
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Transcript Work Environments and Morale: Setting Up Your Program For Success
Work Environments and Morale:
Setting Up Your Program For Success
NICHOLAS H. APOSTOLERIS, PHD MBA
HEALTH CENTER DIRECTOR
ACTION HEALTH SERVICES
VP OF BEHAVIORAL HEALTH SERVICES
COMMUNITY HEALTH CONNECTIONS, INC.
ASSISTANT PROFESSOR
DEPARTMENT OF FAMILY MEDICINE AND
COMMUNITY HEALTH
UMASS MEDICAL SCHOOL
Work Environments and Morale: Goals
Participants will:
Share experiences from their programs regarding
morale challenges
Share experiences regarding successful approaches
to improving morale
Learn the principles of Self Determination Theory as
they apply to the work place environment
Learn how to change workplace environments to
improve employee satisfaction
Work Environments and Morale
Is morale an important issue for your program?
What does high morale look like?
When have you had times of high morale?
What brings down morale?
Morale Challenges
Mission-related
When personnel feel they are not adhering to the mission
Personnel-related
In all positions
Personality
Non-work stressors
Others?
Resource-related
On mission, but insufficient resources to do the job right
Morale improvement successes
Any common themes from your experiences?
Could they work without additional resources?
Where did the good ideas come from?
Who was listening for these ideas?
Self Determination Theory
Developed at the University of Rochester in the past
30 years
Focuses on better understanding why we do what we
do and on how to improve social environments
When people are self-determined, they experience
the satisfaction of doing something that is important
to them
To feel self-determined, fundamental psychological
needs must be met
Motivation and Morale
Self Determination Theory poses that people have
three fundamental psychological needs
Autonomy
Competence
Relatedness
Environments can be supportive or unsupportive of
the fulfillment of these needs
Environments supportive of the person fulfilling
these needs will result in more intrinsically
motivated action
Fundamental Psychological Needs
Autonomy
The perception that we have choices and can act on those
choices
Competence
The perception that we can function in the world, doing what
we need to do to survive and succeed
Relatedness
The perception that we are related to others and ourselves in
a positive way
Motivation Orientation
External
Act to avoid punishment
Act to get an external reward
Internal/Extrinsic
Act to avoid negative self-evaluation
Act to obtain a positive self-evaluation
Intrinsic
Act for the love of the act
Immersed in the act – sense of time can be lost
Enhancing Intrinsic Motivation
Potential negative effects from tangible rewards
Intrinsically motivated behaviors become extrinsically
motivated
A lowering of intrinsic motivation for the activity
How to avoid the negative effects of rewards
Detach from a specific task request
Make the tangible reward unexpected
Verbal recognition rather than tangible rewards
Controlling Environments
Work environments, especially when stressed, tend
to adopt a bottom-line approach
Workplace well-being issues can be framed
exclusively in dollar terms, which can make for poor
work environments
Recruitment, retention, productivity all are related to
work environment
Tendency is to just push harder and to value
compliance and obedience of employees
Vertical hierarchies can be efficient – but at a cost
Controlling Environments
“Control” in this context is not good
Attempting to control the actions of others rather
than setting up the situation so that the actions are
self-determined
Feeling ‘controlled’ versus feeling ‘self-determined’ or
‘autonomous’
Negative consequences of controlling environments
When people feel controlled, they act in a more oppositional,
even anti-social way
Environments that Support Basic Needs
Fulfillment of each of the basic needs can be supported
or damaged by the nature of the environment
Autonomy-supportive environments
Competence-supportive environments
Relatedness-supportive environments
Autonomy-Supportive Environments
When a person perceives that they have meaningful
choices, that is autonomy-supportive
When a person’s point of view is valued and brought
into consideration in decision-making, that is
autonomy-supportive
Autonomy-supportive environments tend to produce
more proactive and engaged people
Competence-Supportive Environments
Determine areas where people perceive their own
competence to be high
Be careful about moving people into areas where
they will have a sharp drop off in perceived
competence
Provide trainings with adequate time to assimilate
information
Trainings that overload with too much information too fast are
not helpful
Relatedness-Supportive Environments
Relatedness is to one’s self and to others
Relatedness to self
Realistic expectations
Limiting negative self-talk
Valuing self-care
Relatedness to others
Positive, appropriate connections to others
Respect for personal boundaries
Warmth and good will
Where does personality fit in?
Causality Orientations
Autonomy Orientation
Some people will perceive environments as being more autonomysupportive than will other people
Organize life around personally meaningful goals
Control Orientation
Some people will perceive environments as being more controlling
than will other people
Lots of ‘shoulds’
Seek/need deadlines
Impersonal Orientation
Things happen for reasons out of our control
Do what has been done – no ability to do things differently
Depressed about present, anxious about future
What can we do to improve our workplace?
Suggestions for increasing Autonomy Supportiveness
and reducing how controlling our workplace can
feel?
Suggestions for increasing Competence
Supportiveness?
Suggestions for increasing Relatedness-
supportiveness?
Valuing our Colleagues
Well-being of the person as an end value
Not solely as a means to an end
Higher productivity
Lower recruitment costs
Colleagues are not machines and are not disposable
They stay or go back to the community
Improved or harmed by their work experiences
Strengthening communities by strengthening and
elevating our workforce
References
Self Determination Theory
http://www.psych.rochester.edu/SDT/
Interpersonal control, dehumanization, and violence. Moller & Deci.
Group Processes and Intergroup Relations, 13, 41-53.
http://www.psych.rochester.edu/SDT/documents/2010_MollerDeci_GPIR.pdf
Intrinsic Need Satisfaction. Baard, Deci & Ryan
Journal of Applied Social Psychology, 34, 2045-2068
http://www.psych.rochester.edu/SDT/documents/2004_BaardDeciRyan.pdf
Self determination theory and work motivation. Gagne & Deci.
Journal of Organizational Behavior, 26, 331-362
http://www.psych.rochester.edu/SDT/documents/2005_GagneDeci_JOB_SDTt
heory.pdf
Contact Information
Nicholas H. Apostoleris, Ph.D.
ACTION Health Services
Community Health Connections, Inc.
Fitchburg Family Medicine Residency Program
UMass Medical School
275 Nichols Road, Fitchburg, MA 01420
[email protected]