Review the below artiquel of literature that focuses on ways to motivate medical imaging and therapy workers. The review could describe how and why trends in motivation strategies have changed over the past ten years (e.g. Technology changes Generational preferences financial restraints Regulatory pressures).
Review the below artiquel of literature that focuses on ways to motivate medical imaging and therapy workers. The review could describe how and why trends in motivation strategies have changed over the past ten years (e.g. Technology changes Generational preferences financial restraints Regulatory pressures). You may want to include and focus on middle management motivation a historical perspective on changes for radiology middle managers over the past ten years including the reasons they may or may not be motivated and analyze the usefulness of several established motivators when applied in a typical radiology department.
EXECUTIVE SUMMARY
For the first time in history radiologic science (RS) workplaces consist of 4 generational cohorts. As each cohort possess their own attitudes values work habitsand expectationsmotivating a generational diverse workplace is challenging.
Through the understanding of generational differencesmanagers are better able to accommodate individual as well as generational needs and help create a more productive and higher performing workplace.
The purpose of this paper is to assist managers in the understanding and utilization of generational differences to effectively motivate staff in an RS workplace.Generational cohorts will be defined and discussed along with an in-depth discussion on each of the generations performing in todays RS workplace.
Motivators and how they impact the different generational cohorts will be addressed along with how to best motivate a multigenerational RS workplace.
For the first time in history 4 generations each with its own work ethics attitudes and behaviors comprise todays imaging facilities. Because of the different values inherent in each generation managing todays workforce presents unique challenges and opportunities. One of the challenges is identifying and effectively utilizing motivators for each of the different generations.To better understand how and why motivators have different impacts on different generations each of the generations will be discussed in terms of their origins and how their unique experiences help shape their perceptions of the workplace. Motivators for each generation and how these motivators may be utilized in the radiologic science (RS) workplace will be addressed based on the needs and perceptions of the different generations.
Generational Cohorts
Generations also termed cohort groupsor generational cohorts are described as an identifiable group that is born within the same time-frame usually spanning 15 to 20 years and experience the same historical political and social events at critical developmental stages. These events along with parental guidance help establish collective general frame of thoughts attitudes and behaviors.13 There is no definitive beginning or ending point for each generation as literature varies the dates according to authors preferences.
As with any grouping of individuals stereotyping is a concern. It is realized that grouping individuals into generational cohorts is a broad over-generalization and this is not meant to imply that everyone within the specific cohort will possess the same attitudes values and beliefs. The grouping of individuals into generational cohorts merely addresses the notion that people are influenced by life experiences and these experiences are what impact behaviors thoughts and attitudes.1
Veteran Generation
The Veteran generational cohort is typically referred to as those individuals born between 1925 and 1945. Also known as the traditionalists or the mature generation this generational cohort was brought up in difficult times as they struggled through the Great Depression and World War II.24Newspapers and radio were the primary sources of news while telephones were in use; however long distance communications were very expensive and uncommon.
As stated by Kupperschmidt the majority of the Veteran generation was reared in a Judeo-Christian environment based on moral truth and strong work ethics.5 The expectations of this generational cohort as children according to Weston were that they were to be seen and not heard and they would show respect for all authority figures.6
Because of the economic conditions during the Great Depression and the political uncertainty ofWorld War II the Veteran generation learned to be hard working financially conservative and guarded. Having experienced wartime rationing and conservationism they prefer the more conservative approach when dealing with finances.24 Heroes of this generation were the figures of authority otherwise known as the good guys. The respect the Veteran generation had for authority as children continues as adult employees. In the workplace Veterans are loyal dedicated and respectful of rules roles and authority. These behaviors are a result of what was expected from them and witnessed by them while growing up.7
Motivators for Veterans
Motivating the Veteran generation is based on familiarity and comfort. Technology was limited in households when this generation was raised. Everyday communication was done mainly through face-to-face personal contact. This explains why according to Sherman the Veteran generation prefers face-to-face or written communications and learning experiences to electronic communications or Web-based education.2 In the RS workplace taking time to personally meet with members of this generation and avoiding contact through the use of technology is more effective. Also noted by Sherman is the appreciationVeterans display over personal touches when it comes to motivation and recognition.2Hand written notes plaques or recognition from management and other higher levels of authority in the workplace goes a long way in motivating this generation.
Veterans in the RS workplace possess a great deal of knowledge and wisdom from past experiences as they have witnessed and have adapted to dramatic changes and advancements. Respecting their cumulative knowledge as stated by Kupperschmidt is highly valued by this generation.5 Utilizing Veterans for coaching and mentoring less experienced employees gives Veterans encouragement and motivation.
Baby Boomer Generation
Individuals born between 1946 and 1964 belong to the generation known as the Baby Boomers. The term baby boomer refers to the boom in the number of babies born during the healthy post-war economy making this generation the largest of all the generational cohorts. Growing up Baby Boomers were part of strong nuclear families where the father was the breadwinner and the mother was the homemaker. Television came into being during this generation and for the first time national events were brought to life and experienced in living rooms across the country. While the previous generation was raised in times of financial hardship the Baby Boomer generation was raised in times of unprecedented economic growth and prosperity.8 This allowed the Baby Boomer generation to be doted on as children which helped strengthen their sense of entitlement and expectations of getting only the best from life.39 Cordeniz reports that as children this generational cohort made up 40% of the population.9 As a result schools were overcrowded and competition in schools extracurricular activities and sports was fierce.To stand out from their peersmembers of this generation had to be driven and dedicated.
Individuality and self-expression were encouraged and taught the Baby Boomers to stand up for their beliefs. The Vietnam War the Civil Rights riots the assassinations of John F. Kennedy and Martin Luther King Jr. along with the Watergate scandal were all negative defining moments experienced by the Baby Boomer generation that led to their distrust and disrespect of authority.4 Conformity to rules was no longer a given as this generation learned to debate and rebel against the status quo and question the integrity of leaders. The Baby Boomer generation with its strong social conscience embraced the challenge to change the world through lovemusic and peaceful demonstrations.1
As reported by Weston the Baby Boomer generational cohort presently makes up about two-thirds of all US workers.6 In the workplace the Baby Boomer generation continues to exhibit the drive and dedication it displayed while competing in school and extracurricular activities. Teamwork and participation are their preferred methods of working which can be linked to their strong social conscience and days of demonstrations.According to Cordeniz feelings of entitlement while growing up along with their desire to change the world has led many Baby Boomers to base their self-worth contribution to society and personal fulfillment on their work.9 This explains why many of the Baby Boomer generation entered into professions that allow them to make a difference in the world.
Motivators for Baby Boomers
Baby Boomers thrive on recognition for their achievements as their self-worth is closely intertwined with their work ethics and overall performance.5 Recognition is also an indication of popularity acceptance and team participation all of which are important to this generation. Recognition is much more meaningful to the Baby Boomer cohort if it is public in nature as they are deeply concerned with what others think.29 Motivators for this generation in the RS workplace may include an employee recognition or kudos board that can be displayed in the department an employee of the month award newsletter recognition reserved parking and professional award nominations.
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