Operations Management

by | May 9, 2025 | Development

 

Determining incentives for professional employees is no small feat. Professional employees are those whose work involves the application of learned knowledge to the solution of the employer’s problems, such as nurses, lawyers, and engineers. Making incentive pay decisions for professional employees is challenging.

Considering the challenges of providing incentive pay for professional employees, assume you are the Director of HR. You will create an Incentive Plan for registered nurses.

The Nurses Incentive Plan assignment should address the following:

Create an incentive plan for registered nurses using 2 of the 4 motivation theories discussed in Chapter 12.
Distinguish three reasons why the incentive plan will work to help recruit and retain nurses.
Analyze three reasons why incentive plans fail.
The Nurses Incentive Plan paper:

Sample solution

Dante Alighieri played a critical role in the literature world through his poem Divine Comedy that was written in the 14th century. The poem contains Inferno, Purgatorio, and Paradiso. The Inferno is a description of the nine circles of torment that are found on the earth. It depicts the realms of the people that have gone against the spiritual values and who, instead, have chosen bestial appetite, violence, or fraud and malice. The nine circles of hell are limbo, lust, gluttony, greed and wrath. Others are heresy, violence, fraud, and treachery. The purpose of this paper is to examine the Dante’s Inferno in the perspective of its portrayal of God’s image and the justification of hell. 

In this epic poem, God is portrayed as a super being guilty of multiple weaknesses including being egotistic, unjust, and hypocritical. Dante, in this poem, depicts God as being more human than divine by challenging God’s omnipotence. Additionally, the manner in which Dante describes Hell is in full contradiction to the morals of God as written in the Bible. When god arranges Hell to flatter Himself, He commits egotism, a sin that is common among human beings (Cheney, 2016). The weakness is depicted in Limbo and on the Gate of Hell where, for instance, God sends those who do not worship Him to Hell. This implies that failure to worship Him is a sin.


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God is also depicted as lacking justice in His actions thus removing the godly image. The injustice is portrayed by the manner in which the sodomites and opportunists are treated. The opportunists are subjected to banner chasing in their lives after death followed by being stung by insects and maggots. They are known to having done neither good nor bad during their lifetimes and, therefore, justice could have demanded that they be granted a neutral punishment having lived a neutral life. The sodomites are also punished unfairly by God when Brunetto Lattini is condemned to hell despite being a good leader (Babor, T. F., McGovern, T., & Robaina, K. (2017). While he commited sodomy, God chooses to ignore all the other good deeds that Brunetto did.

Finally, God is also portrayed as being hypocritical in His actions, a sin that further diminishes His godliness and makes Him more human. A case in point is when God condemns the sin of egotism and goes ahead to commit it repeatedly. Proverbs 29:23 states that “arrogance will bring your downfall, but if you are humble, you will be respected.” When Slattery condemns Dante’s human state as being weak, doubtful, and limited, he is proving God’s hypocrisy because He is also human (Verdicchio, 2015). The actions of God in Hell as portrayed by Dante are inconsistent with the Biblical literature. Both Dante and God are prone to making mistakes, something common among human beings thus making God more human.

To wrap it up, Dante portrays God is more human since He commits the same sins that humans commit: egotism, hypocrisy, and injustice. Hell is justified as being a destination for victims of the mistakes committed by God. The Hell is presented as being a totally different place as compared to what is written about it in the Bible. As a result, reading through the text gives an image of God who is prone to the very mistakes common to humans thus ripping Him off His lofty status of divine and, instead, making Him a mere human. Whether or not Dante did it intentionally is subject to debate but one thing is clear in the poem: the misconstrued notion of God is revealed to future generations.

 

References

Babor, T. F., McGovern, T., & Robaina, K. (2017). Dante’s inferno: Seven deadly sins in scientific publishing and how to avoid them. Addiction Science: A Guide for the Perplexed, 267.

Cheney, L. D. G. (2016). Illustrations for Dante’s Inferno: A Comparative Study of Sandro Botticelli, Giovanni Stradano, and Federico Zuccaro. Cultural and Religious Studies, 4(8), 487.

Verdicchio, M. (2015). Irony and Desire in Dante’s” Inferno” 27. Italica, 285-297.

Nurses Incentive Plan

As the Director of HR, I recognize the critical role registered nurses (RNs) play in our healthcare organization and the challenges associated with attracting and retaining these highly skilled professionals. A well-designed incentive plan can be a powerful tool to motivate performance, enhance job satisfaction, and ultimately improve patient care. This plan utilizes Herzberg’s Two-Factor Theory and Expectancy Theory to create a robust and effective incentive structure for our registered nurses.

I. Incentive Plan for Registered Nurses Utilizing Motivation Theories:

This incentive plan incorporates elements from Herzberg’s Two-Factor Theory and Expectancy Theory to address both intrinsic and extrinsic motivators.

A. Utilizing Herzberg’s Two-Factor Theory (Motivators):

Herzberg’s theory posits that certain workplace factors (“motivators”) lead to job satisfaction and motivation. These are intrinsic to the work itself. Our incentive plan will focus on enhancing these motivators for RNs:

  • Achievement and Recognition:
    • Clinical Excellence Recognition Program: Nurses who consistently demonstrate exceptional clinical skills, adherence to best practices, and positive patient outcomes (measured through quality metrics, patient satisfaction scores, and peer feedback) will be eligible for quarterly recognition awards. These awards will include a monetary bonus, public acknowledgement within the department and organization (e.g., newsletter, intranet), and opportunities to lead or participate in quality improvement initiatives. This directly addresses the need for achievement and provides tangible recognition for their expertise and dedication.
  • Responsibility and Advancement:
    • Professional Development Stipend and Opportunities: Nurses will be provided with an annual stipend to pursue certifications, advanced training, or attend relevant conferences. The organization will also actively support internal advancement opportunities, such as charge nurse roles, preceptor positions for new hires, and participation in specialized units based on demonstrated competence and leadership potential. This fosters a sense of growth, increased responsibility, and career progression within the organization.
  • The Work Itself:
    • Autonomy and Flexible Scheduling Options: Where feasible and without compromising patient care, the organization will strive to provide nurses with greater autonomy in their daily tasks and offer flexible scheduling options (e.g., self-scheduling within unit guidelines). This acknowledges their professional judgment and provides a better work-life balance, making the work itself more appealing and manageable.

B. Utilizing Expectancy Theory:

Expectancy Theory suggests that motivation is a function of an individual’s belief that effort will lead to performance (expectancy), that performance will lead to rewards (instrumentality), and the value they place on those rewards (valence). Our incentive plan addresses these components:

  • Clear Performance Metrics and Expectations (Expectancy): The criteria for the Clinical Excellence Recognition Program will be clearly defined, communicated, and consistently applied. Nurses will understand what constitutes excellent performance and how their efforts contribute to achieving those standards. Regular performance feedback will reinforce this understanding.

Nurses Incentive Plan

As the Director of HR, I recognize the critical role registered nurses (RNs) play in our healthcare organization and the challenges associated with attracting and retaining these highly skilled professionals. A well-designed incentive plan can be a powerful tool to motivate performance, enhance job satisfaction, and ultimately improve patient care. This plan utilizes Herzberg’s Two-Factor Theory and Expectancy Theory to create a robust and effective incentive structure for our registered nurses.

I. Incentive Plan for Registered Nurses Utilizing Motivation Theories:

This incentive plan incorporates elements from Herzberg’s Two-Factor Theory and Expectancy Theory to address both intrinsic and extrinsic motivators.

A. Utilizing Herzberg’s Two-Factor Theory (Motivators):

Herzberg’s theory posits that certain workplace factors (“motivators”) lead to job satisfaction and motivation. These are intrinsic to the work itself. Our incentive plan will focus on enhancing these motivators for RNs:

  • Achievement and Recognition:
    • Clinical Excellence Recognition Program: Nurses who consistently demonstrate exceptional clinical skills, adherence to best practices, and positive patient outcomes (measured through quality metrics, patient satisfaction scores, and peer feedback) will be eligible for quarterly recognition awards. These awards will include a monetary bonus, public acknowledgement within the department and organization (e.g., newsletter, intranet), and opportunities to lead or participate in quality improvement initiatives. This directly addresses the need for achievement and provides tangible recognition for their expertise and dedication.
  • Responsibility and Advancement:
    • Professional Development Stipend and Opportunities: Nurses will be provided with an annual stipend to pursue certifications, advanced training, or attend relevant conferences. The organization will also actively support internal advancement opportunities, such as charge nurse roles, preceptor positions for new hires, and participation in specialized units based on demonstrated competence and leadership potential. This fosters a sense of growth, increased responsibility, and career progression within the organization.
  • The Work Itself:
    • Autonomy and Flexible Scheduling Options: Where feasible and without compromising patient care, the organization will strive to provide nurses with greater autonomy in their daily tasks and offer flexible scheduling options (e.g., self-scheduling within unit guidelines). This acknowledges their professional judgment and provides a better work-life balance, making the work itself more appealing and manageable.

B. Utilizing Expectancy Theory:

Expectancy Theory suggests that motivation is a function of an individual’s belief that effort will lead to performance (expectancy), that performance will lead to rewards (instrumentality), and the value they place on those rewards (valence). Our incentive plan addresses these components:

  • Clear Performance Metrics and Expectations (Expectancy): The criteria for the Clinical Excellence Recognition Program will be clearly defined, communicated, and consistently applied. Nurses will understand what constitutes excellent performance and how their efforts contribute to achieving those standards. Regular performance feedback will reinforce this understanding.
  • Tangible and Valued Rewards (Instrumentality and Valence): The rewards associated with the incentive plan (monetary bonuses, recognition, professional development opportunities, advancement) are designed to be tangible and valued by nurses. The monetary bonus provides direct financial benefit, recognition satisfies the need for appreciation, and professional development/advancement opportunities contribute to long-term career goals. The valence of these rewards will be reinforced through communication highlighting their significance and impact.
  • Fair and Transparent System (Expectancy and Instrumentality): The process for evaluating performance and distributing rewards will be transparent and perceived as fair. This builds trust and reinforces the belief that high effort and performance will indeed lead to the promised outcomes.

II. Three Reasons Why the Incentive Plan Will Work to Help Recruit and Retain Nurses:

  1. Attracting Top Talent: The combination of recognition for clinical excellence, opportunities for professional growth, and tangible rewards will make our organization more attractive to highly skilled and motivated nurses. It signals a commitment to valuing and investing in their professional development and contributions, differentiating us from competitors who may offer less comprehensive incentive packages. The emphasis on autonomy and flexible scheduling can also be a significant draw for nurses seeking a better work-life balance.
  2. Increasing Job Satisfaction and Engagement: By addressing the intrinsic motivators identified by Herzberg, the plan aims to increase job satisfaction. Feeling recognized for their achievements, having opportunities for growth, and experiencing greater autonomy can lead to higher levels of engagement and a stronger sense of purpose in their work. This intrinsic motivation, coupled with the extrinsic rewards offered through Expectancy Theory, creates a more fulfilling and rewarding work environment.
  3. Reducing Turnover and Fostering Loyalty: When nurses feel valued, recognized, and have opportunities for advancement within an organization, they are less likely to seek employment elsewhere. The incentive plan fosters a sense of loyalty by demonstrating a commitment to their long-term career goals and well-being. The tangible rewards and the positive work environment created by addressing both hygiene factors (as a foundation) and motivators contribute to higher retention rates, reducing the costly cycle of recruitment and training.

III. Analyze Three Reasons Why Incentive Plans Fail:

  1. Lack of Clear and Measurable Metrics: If the performance metrics used to determine incentives are vague, subjective, or difficult to measure, nurses will not understand how to achieve the rewards, undermining the expectancy component of Expectancy Theory. This can lead to feelings of unfairness and a perception that the incentives are arbitrary, ultimately demotivating rather than motivating. For example, simply stating “good patient care” without specific, measurable indicators leaves room for ambiguity and bias.
  2. Insufficient or Unvalued Rewards (Low Valence): If the incentives offered are not perceived as valuable or significant enough by the nurses, they will not be motivated to strive for them. A small bonus that doesn’t reflect the effort required or professional development opportunities that don’t align with their career goals will have limited impact. According to Expectancy Theory, the valence of the reward is crucial for driving motivation.
  3. Perceived Unfairness or Lack of Transparency (Low Expectancy and Instrumentality): If the process for evaluating performance and distributing incentives is seen as biased, secretive, or inconsistent, nurses will not believe that their efforts will lead to rewards (low expectancy) or that the system fairly links performance to outcomes (low instrumentality). This can breed resentment, distrust, and ultimately undermine the effectiveness of the incentive plan. For instance, if some nurses consistently receive recognition without clear justification, others will become demotivated.

By carefully considering these potential pitfalls and designing the incentive plan with clear metrics, valued rewards, and a fair and transparent process grounded in motivational theories, we can create a system that effectively attracts, motivates, and retains our valuable registered nurses, ultimately benefiting our organization and the patients we serve.

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