Lincolnshire Knowledge and Resource Service
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Alison Price
Janet Badcock
alison.price@lpct.nhs.uk
janet.badcock@lpct.nhs.uk
Librarians, Lincolnshire Knowledge and Resource Service
NHS Lincolnshire
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Waterside South
Lincoln LN5 7JH
1
Lincolnshire Knowledge and Resource Service
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Literature Search Results
Search completion date:
Search completed by:
23 February 2012
Jan Badcock
Enquiry Details
Communication and its effect on motivation
Resources Searched
NHS Evidence
TRIP Database
Cochrane Library
NICE
igoogle
MEDLINE
HMIC
HEALTHCARE BUSINESS ELITE
PSYCHinfo
2
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3
Guidelines
Improving health worker performance: in search of promising practices
A report by
Marjolein Dieleman and Jan Willem Harnmeijer
KIT – Royal Tropical Institute
http://www.who.int/hrh/resources/improving_hw_performance.pdf
Towards effective practitioner evaluation: an exploration of issues relating to
skills, motivation and evidence. Harvey, Jen and Oliver, Martin and Smith, Janice
(2002)
Journal of Educational Technology Society, 5 (3). pp. 3-10. ISSN 1436-4522
http://strathprints.strath.ac.uk/3275/1/strathprints003275.doc
How to change practice
NICE
http://www.nice.org.uk/media/AF1/73/HowToGuideChangePractice.pdf
NHS Staff Management and Health Service Quality
Results from the NHS Staff Survey and Related Data
http://www.dh.gov.uk/prod_consum_dh/groups/dh_digitalassets/documents/digitalasset/
dh_129656.pdf
Research
See database search below
4
Additional Information
Managers' poor communication blamed for low staff motivation
John Eccleston 08 June 2011
Lack of communication between senior managers and their wider workforce is leading to
low motivation among staff, according to research published today.
The survey, by people development company European Leaders, found that more than
two-thirds (68%) of respondents said that they fail to understand their company's vision,
leading to a lack of motivation and reduced productivity. In addition to this, almost twothirds (64%) of respondents claimed that they could, and would, work much more
efficiently with better motivation.
Currently, less than one-fifth (18 %) of respondents view the business they work for as a
good organisation and, as a result, only one-third (36%) describe themselves as working
to their full potential.
Respondents to the survey cited strong management as being crucial to building
motivation among employees.
Further findings included:
15% have skills and knowledge from their personal interests or hobbies which could be
put to better use at work;
34% think that a good manager should know when employees have under-used skills or
expertise; and
38% think that a good manager should embrace new ideas and input from across the
company.
Ashley Ward, director of European Leaders, said, "It's widely accepted that people
performance is the biggest influence in business performance, yet, as a nation, we're still
not doing enough. If you look at the UK's best companies to work for, their focus on
company values and employee engagement is right at the top of their agenda.
"The fact that people want to be more involved in their work and their company shows
they think about their employer's business and care about how they're managed. They
have more to give and opening the minds of management to fresh ideas can release a
huge amount of energy and skill from the workforce, benefiting the business bottom line
as well as the employees as they become more passionate about the organisation they
work in. A seemingly negligible investment can get teams much closer to their full
potential performance, resulting in a happier workforce and significant financial benefits."
http://www.personneltoday.com/articles/2011/06/08/57695/managers-poorcommunication-blamed-for-low-staff-motivation.html
Effective Communication in the Workplace.
http://www.ngfl-cymru.org.uk/communication.pdf
5
NHS Evidence | library.nhs.uk
Search Results
Table of Contents
Search History ........................................................................................................................................................... page 2
1. reminding managers to motivate and communicate: a primer on the basic operations in the work of the manager.
.................................................................................................................................................................................... page 3
2. The effects of leader communication medium and motivating language on perceived leader effectiveness.
.................................................................................................................................................................................... page 3
3. Middle management communication and interaction practices and their influence on employee satisfaction and
motivation. ................................................................................................................................................................. page 4
4. The moderating effect of communication network centrality on motive to perform interpersonal citizenship.
.................................................................................................................................................................................... page 4
5. Awareness displays and social motivation for coordinating communication. ....................................................... page 5
6. Motivational climate and coaches' communication style predict young soccer players' commitment. ................. page 5
7. Toddlers' persistence when communication fails: Response motivation and goal substitution. ............................ page 5
8. Trust in motives, trust in competence: Separate factors determining the effectiveness of risk communication.
.................................................................................................................................................................................... page 6
9. The Motivation Complex: A Tribute to James G. and Jessie L. Miller. ................................................................ page 6
10. Motivate! Create a work environment that brings out each nurse's drive to excel. ............................................. page 6
11. Communication between managers and staff in the NHS : trends and prospects. ............................................... page 7
12. Opinion change as a function of the communicator's desire to influence and liking for the audience. ............... page 7
Page 1
NHS Evidence | library.nhs.uk
Search History
1. PsycINFO; COMMUNICATION THEORY/; 796 results.
2. PsycINFO; COMMUNICATION/; 14100 results.
3. PsycINFO; MOTIVATION/; 31141 results.
4. PsycINFO; 2 AND 3; 137 results.
5. PsycINFO; 1 AND 3; 9 results.
6. HEALTH BUSINESS ELITE; communication.ti,ab; 48917 results.
7. HEALTH BUSINESS ELITE; motivation.ti,ab; 5661 results.
8. HEALTH BUSINESS ELITE; 6 AND 7; 265 results.
9. HEALTH BUSINESS ELITE; "MOTIVATION (PSYCHOLOGY)"/; 1550 results.
10. HEALTH BUSINESS ELITE; INTERPERSONAL COMMUNICATION/; 851 results.
11. HEALTH BUSINESS ELITE; communication.ti,ab; 48917 results.
12. HEALTH BUSINESS ELITE; 9 AND 10; 6 results.
13. HEALTH BUSINESS ELITE; COMMUNICATION, FACE-TO-FACE/; 127 results.
14. HEALTH BUSINESS ELITE; 9 AND 13; 1 results.
15. HMIC; MOTIVATION/; 406 results.
16. HMIC; COMMUNICATION/; 1678 results.
17. HMIC; 15 AND 16; 11 results.
Page 2
NHS Evidence | library.nhs.uk
1. reminding managers to motivate and communicate: a primer on the basic operations in the work of the manager.
Citation:
Supervision, 01 August 2011, vol./is. 72/8(7-10), 00395854
Author(s):
Bell, Reginald L.
Language:
English
Abstract:
The article discusses motivation and communication as the most important yet basic
function of a manager. It is said that a manager is expected to make the most of limited
resources to accomplish goals. Basically, managers help the company owners to run the
business successfully and help in achieving organizational goals. As such, managers are
required to motivate and communicate so that the subordinates will do excellent work on
their own.
Publication Type:
Trade Publication
Source:
HEALTH BUSINESS ELITE
Full Text:
Available in fulltext at EBSCOhost
2. The effects of leader communication medium and motivating language on perceived leader effectiveness.
Citation:
Dissertation Abstracts International: Section B: The Sciences and Engineering, 2011,
vol./is. 72/4-B(2471), 0419-4217 (2011)
Author(s):
Brannon, Karen L
Language:
English
Abstract:
Good leadership is at the core of all successful organizations. Leader-Member Exchange
theory (LMX) focuses on how leaders influence organizational success through the
development of individualized relationships with each team member. Research has shown
that effective leader communication is one key way to influence team members.
Motivating Language theory (ML) suggests that leaders motivate team members through
three communication constructs: perlocutionary (direction-giving) language, illocutionary
(emotion-sharing) language, and locutionary (meaning-making) language. With the
increase in off-site work opportunities, leader-member communication has changed
formats to include more electronic communications and less face-to-face
communications. Because effective leadership has been closely tied to improved
individual member, team, and organizational outcomes, it is important to determine if
differing leader communication mediums (electronic versus telephone versus face to
face), frequency, and motivational content relates to effective leadership. This quantitative
survey study measured perceived leadership effectiveness using the established
LMX-MDM scale and motivational content using the established Motivating Language
Scale. Communication frequency and type(s) of mediums utilized was also asked in the
survey. Two hundred fourteen completed surveys were returned. Participants were
members of the leader-member relationship, not to exceed the level of manager (no higher
than direct supervisors reporting to them) and were current employees at a non-profit
behavioral health care center. Results show strong correlations between communication
content and perceived leader effectiveness: direction-giving language, r(221) = .74, p <
.001; meaning-making language, r(221) = .46, p < .001; and empathic language, r(221) =
.77, p < .001, and a smaller but significant correlation between overall communication
frequency and perceived leader effectiveness, r(212) = .15, p < .05. Regression analyses
suggest that empathic language and direction-giving language most strongly predict
perceived leader effectiveness; however, meaning-making language did not, F(3, 210) =
116.87, p < .001. Further, communication medium did not predict leader effectiveness and
communication frequency only explained a very mild variance in leader effectiveness.
Implications for this research indicate that leaders should focus on utilizing frequent
communication with staff and those communications should include empathic and
direction-giving language. (PsycINFO Database Record (c) 2011 APA, all rights reserved)
Publication Type:
Dissertation Abstract
Source:
PsycINFO
Page 3
NHS Evidence | library.nhs.uk
3. Middle management communication and interaction practices and their influence on employee satisfaction and
motivation.
Citation:
Dissertation Abstracts International Section A: Humanities and Social Sciences, 2011,
vol./is. 72/2-A(655), 0419-4209 (2011)
Author(s):
Arons, Pamela Armstrong
Language:
English
Abstract:
This quantitative study examined managerial communication and interaction practices
and the influence of the practices on employees' sense of work motivation and job
satisfaction. Strong managerial communication skills and interactions are essential
leadership behaviors, yet despite an explosion in communication mechanisms available,
employees have continued to experience increased separation from management because
of ineffective communication practices. This study surveyed 95 participants, 71
employees and 24 managers. The findings are important to organizations, as they may
enable management to understand the importance of effective management practices on
job satisfaction and organizational success. The results demonstrated that: (a) managerial
communication and interaction practices influenced employees' sense of job satisfaction;
(b) managerial communication and interaction practices did not influence employees'
sense of work motivation; (c) female employees did not report higher influence of
managerial practices on work motivation or job satisfaction; (d) employees' years of
service did not contribute to sense of work motivation or job satisfaction; (e) managers
and supervisors believed they had greater influence on employees' sense of work
motivation and job satisfaction than employees reported; and (f) a stable work setting had
no appreciable effect on managers or employees when compared with the same groups
within a business environment undergoing constant change. Other significant findings
showed that (a) 14.5% of the variability in job satisfaction can be predicted by the linear
combination of managerial communication and interaction practices, and (b) in terms of
work motivation and job satisfaction, there were nearly identical outcomes in the
employees with less than 5 years of service and employees with more than 5 years.
(PsycINFO Database Record (c) 2011 APA, all rights reserved)
Publication Type:
Dissertation Abstract
Source:
PsycINFO
4. The moderating effect of communication network centrality on motive to perform interpersonal citizenship.
Citation:
Journal of Managerial Issues, 2009, vol./is. 21/1(80-96), 1045-3695 (Spr, 2009)
Author(s):
Bowler, Wm. Matthew; Halbesleben, Jonathon R. B; Stodnick, Michael; Seevers,
Matthew T; Little, Laura M
Language:
English
Abstract:
This study integrated social network analysis (SNA) techniques with psychological
measures to examine the interactive relationships of social network centrality and
individual motive on the performance of interpersonal citizenship behavior (ICB).
Hypotheses were tested among a sample of 141 employees of a manufacturing and sales
firm. Consistent with a social exchange perspective, positive pro-social and organizational
concern motives were not moderated by an employee's centrality in organizational
networks. Conversely, a hypothesized interaction was supported between impression
management motives and network centrality on performance of ICB. Results suggest that
both motive types operate on the performance of ICB, but under different conditions.
Implications for the study of impression management and social exchange motives, the
study of ICB, the integration of SNA into the study of ICB, and practitioner implications
are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved) (journal
abstract)
Publication Type:
Journal; Peer Reviewed Journal
Source:
PsycINFO
Full Text:
Available in fulltext at EBSCOhost
Page 4
NHS Evidence | library.nhs.uk
5. Awareness displays and social motivation for coordinating communication.
Citation:
Information Systems Research, June 2008, vol./is. 19/2(221-238), 1047-7047;1526-5536
(Jun 2008)
Author(s):
Dabbish, Laura; Kraut, Robert
Language:
English
Abstract:
Researchers and designers have been building awareness displays to improve the
coordination of communication between distributed co-workers since the early 1990s.
Awareness displays are technology designed to provide contextual information about the
activities of group members. Most researchers have assumed that these displays improve
the coordination of communication regardless of the relationship between the
communicating parties. This article examines the conditions under which awareness
displays improve coordination and the types of designs that most effectively support
communication timing without overwhelming people with irrelevant information. Results
from a pair of laboratory experiments indicate that awareness displays containing
information about a remote collaborator's workload lead to communication attempts that
are less disruptive, but only when the interrupter has incentives to be concerned about the
collaborator's welfare. High-information awareness displays harmed interrupters' task
performance, while abstract displays did not. We conclude that a display with an abstract
representation of a collaborator's workload is optimal; it leads to better timing of
interruptions without overwhelming the person viewing the display. (PsycINFO Database
Record (c) 2010 APA, all rights reserved) (journal abstract)
Publication Type:
Journal; Peer Reviewed Journal
Source:
PsycINFO
Full Text:
Available in fulltext at EBSCOhost
6. Motivational climate and coaches' communication style predict young soccer players' commitment.
Citation:
Psicothema, May 2008, vol./is. 20/2(254-259), 0214-9915;1886-144X (May 2008)
Author(s):
Torregrosa, Miquel; Sousa, Catarina; Viladrich, Carme; Villamarin, Francisco; Cruz,
Jaume
Language:
Spanish
Abstract:
The purpose of this research was to study the role of coaches' communication style and
coach-created motivational climate in young soccer players' enjoyment and commitment.
Four hundred and fifteen young soccer players of high competitive level in the age range
from 14 to 16 completed the following questionnaires: a) coach-induced perceived
motivational climate (PMCSQ-2), b) coaches' behaviour perception (CBAS-PBS), and c)
sport commitment (SCQ). Results showed that coach-created motivational climate
correlated highly with the perception of coaches' communication style. Moreover,
coach-created motivational climate and communication style significantly determines
players' sport commitment and enjoyment. Discussion focuses on the importance of
seeking and training credible coaches that favours athletes' commitment. (PsycINFO
Database Record (c) 2010 APA, all rights reserved) (journal abstract)
Publication Type:
Journal; Peer Reviewed Journal
Source:
PsycINFO
7. Toddlers' persistence when communication fails: Response motivation and goal substitution.
Citation:
First Language, February 2008, vol./is. 28/1(55-69), 0142-7237;1740-2344 (Feb 2008)
Author(s):
Fagan, Mary K
Language:
English
Abstract:
Communicative breakdowns were created in response to toddlers' single-word requests by
means of two feedback conditions: one involving goal substitution, the other stating
explicitly that the speaker was not understood (i.e., 'I don't know what you mean').
Page 5
NHS Evidence | library.nhs.uk
Participants were 15 children, ages 17-25 months. Children typically abandoned their
original requests in response to goal substitution but revised or repeated their requests
when confronted with 'I don't know what you mean.' Thus, in the early stages of language
development, toddlers' response persistence appeared to depend in large part upon
motivation for goal attainment. (PsycINFO Database Record (c) 2010 APA, all rights
reserved) (journal abstract)
Publication Type:
Journal; Peer Reviewed Journal
Source:
PsycINFO
8. Trust in motives, trust in competence: Separate factors determining the effectiveness of risk communication.
Citation:
Judgment and Decision Making, January 2008, vol./is. 3/1(111-120), 1930-2975 (Jan
2008)
Author(s):
Twyman, Matt; Harvey, Nigel; Harries, Clare
Language:
English
Abstract:
According to Siegrist, Earle and Gutscher's (2003) model of risk communication, the
effect of advice about risk on an agent's behavior depends on the agent's trust in the
competence of the advisor and on their trust in the motives of the advisor. Trust in
competence depends on how good the advice received from the source has been in the
past. Trust in motives depends on how similar the agent assesses the advisor's values to be
to their own. We show that past quality of advice and degree of similarity between
advisors' and judges' values have separate (non-interacting) effects on two types of agent
behavior: the degree of trust expressed in a source (stated trust) and the weight given to
the source's advice (revealed trust). These findings support Siegrist et al.'s model. We also
found that revealed trust was affected more than stated trust by differences in advisor
quality. It is not clear how this finding should be accommodated within Siegrist et al.'s
(2003) model. (PsycINFO Database Record (c) 2010 APA, all rights reserved) (journal
abstract)
Publication Type:
Journal; Peer Reviewed Journal
Source:
PsycINFO
9. The Motivation Complex: A Tribute to James G. and Jessie L. Miller.
Citation:
Systems Research and Behavioral Science, May 2006, vol./is. 23/3(395-408), 1092-7026
(May-Jun 2006)
Author(s):
Tracy, Lane
Language:
English
Abstract:
Motivation involves needs and resources, decision making, communication and feedback,
power and influence. These elements are often considered quite separately both in
behavioural research and in teaching. The focus of most studies of motivation narrows
towards the link between thought and action. Yet there are complex models for each of
the separate elements, and all of these models interact. A more complete picture of
motivation may be obtained by considering the interactions amongst these elements and
between systems. This paper presents models of each of the elements and combines them
into a model of the entire motivation complex, in order to emphasize the systemic
character of the interactions that lead to motivated behaviour. Miller's living systems
theory is employed throughout. Thus the resulting model applies not only to human
individuals, but also to the behaviour of all levels of living systems. Routes for further
research are suggested. (PsycINFO Database Record (c) 2010 APA, all rights reserved)
(journal abstract)
Publication Type:
Journal; Peer Reviewed Journal
Source:
PsycINFO
10. Motivate! Create a work environment that brings out each nurse's drive to excel.
Citation:
Nursing Management (USA), 1999, vol./is. 30/3(27-29), 0744-6314
Page 6
NHS Evidence | library.nhs.uk
Author(s):
Breisch, Linda Rennick
Language:
English
Abstract:
Nurse managers must create a work environment that supports and develops their staff's
and organization's interdependent goals and needs. Fostering effective communication,
accountability, and recognition are necessary to motivate staff. 9 refs.
Source:
HMIC
Full Text:
Available in fulltext at EBSCOhost
Available in fulltext at EBSCOhost
11. Communication between managers and staff in the NHS : trends and prospects.
Citation:
British Journal of Management, 1998, vol./is. 9/1(53-71), 0951-4848
Author(s):
Tourish, Dennis; Hargie, Owen D. W.
Language:
English
Abstract:
The importance of the role of communication in the success of individual performance in
social and business life is now widely recognized. Within organizations, effective internal
communication between managers and staff is vital to organizational success. This is
particularly so during periods of change, when staff uncertainty increases and there is an
increased need for greater amounts of information and more frequent communication.
Staff in the NHS have recently experienced some quite dramatic changes in their working
practices. This paper therefore examines the current state of communication within the
NHS and the implications which this poses for the overall functioning of the organization.
In particular, the relationship between communication and the motivation of staff is
described. The nature of communication audits, the main research approach used to
assesses communication effectiveness, is then delineated, and areas of the NHS chosen
for analysis by this means are proposed. The results of a series of audits are summarized.
Problems in information flow, use of information sources and channels, the timeliness of
information exchanged, the extent to which people send information to each other and the
quality of working relationships are identified. The implications of these findings for the
NHS and general views of management are considered. 10 tables 76 refs. [Abstract]
Source:
HMIC
Full Text:
Available in fulltext at Ingenta
12. Opinion change as a function of the communicator's desire to influence and liking for the audience.
Citation:
Journal of Experimental Social Psychology, 1966, vol./is. 2/2(152-159), 0022-1031
(1966)
Author(s):
Mills, Judson
Language:
English
Abstract:
Using college students as Ss, it was predicted and confirmed that when a communicator is
described to his audience as liking them, students agreed with him more when he
expressed a desire to influence them than when he did not care about influencing them; if
he disliked the students, they agreed less when he hoped to influence them than when he
did not care. The interaction between liking for the audience and desire to persuade was
significant even when the communicator's attractiveness was controlled. Unexpectedly,
when the communicator's attractiveness was controlled, agreement with him was
significantly greater if he disliked students than if he liked them when he did not care
whether he influenced them. (PsycINFO Database Record (c) 2010 APA, all rights
reserved)
Publication Type:
Journal; Peer Reviewed Journal
Source:
PsycINFO
Page 7