As identified, the nursing shortage as a problem finds its origin from the workplace environment that does not offer any motivation to the working staff. When the work environment tends to an extra level of strain to the staff, issues of dissatisfaction and work stress tend to be more rampant. The solution lies in developing strategies and policies that facilitate a more satisfactory work environment. Hence, the need to motivate the nurses by reviewing their salaries, equipping them well and the setting up of facilities and infrastructure that can significantly reduce the strain (Dave et al., 2011). At educational level, it is critical that the key stakeholders regularly make a review of the curriculum in relation to other careers. This should be aimed at trying as much as possible to place nursing profession at par with other professions in terms of career advancement plans and leadership and nurturing skills (Sheldon, 2013).
McClelland's Human Motivation Theory identifies three major aspects that can help set up a highly motivated team. The theory identifies that a need for achievement, affiliation need and a need for power as the three major motivational factors that drive people to achieve good results within the workplace even when the tasks are overwhelming (McClelland, 1987). As such, the nursing shortage problem is solely based on the lack of a motivating environment where nurses feel as though they are subordinate to physicians and other high ranking nurses. However, the modern nurse’s role is highly holistic and independent. Thus according to McClelland's Human Motivation Theory people are driven by different motivational factors and thus the workplace should place measures that provide such motivation.
There are those who seek to achieve better, and this should be associated with the need for increased salaries, 'performance-pays' and other forms of intrinsic motivation (McClelland, 1987). On the other hand, those who work to seek affiliation tend to value the relationship between them and the institution, the career or those they serve. As such, they tend to value the relationship between them and the organization. It is thus critical that the organizational provides a platform for reciprocating and safeguarding the relationship. In a similar aspect, the organization should seek to nurture informal leaders from within its workforce. There are those who feel motivated by power and the need to ascend the organizations management ladder (McClelland, 1987). The organization should thus provide the channels that help identify the hardworking nurses who demonstrate leadership skills and provide them with avenues to ascend the organizational ladder as they seem to serve best at higher levels of responsibility.
McClelland's Human Motivation Theory implies that there are three forms of motivational that drove workers in any organizational; affiliation, achievement and power. As a nurse leader, the primary focus is to identify the dominant motivating factor for each of the members within the workforce so that their role is aligned to the motivational factors. This alignment then forms the structural plan along which the members can work to achieve their motivation. While some may need to work in a collaborative environment, others will seek to work in a competitive environment (Sheldon, 2013). The nurse leader must thus be at the core to developing structures that provide such working environment where members are highly motivated. Achieving a highly motivated workforce means high retention rates and reduced nursing shortage levels.
References
Dave, D. S., Dotson, M. J., Cazier, J. A., Chawla, S. K., & Badgett, T. F. (2011). The impact of intrinsic motivation on satisfaction with extrinsic rewards in a nursing environment. Journal of Management & Marketing in Healthcare,4(2), 101-107.
McClelland, D. C. (1987). Human motivation. CUP Archive.
Sheldon, K. (2013). Self-Determination Theory, Person-Centered Approaches, and Personal Goals: Exploring the Links. In Interdisciplinary Handbook of the Person-Centered Approach (pp. 227-244). Springer New York.
