Home' Australian Pharmacist : Australian Pharmacist May 2014 Contents Australian Pharmacist May 2014 I ©Pharmaceutical Society of Australia Ltd.
CONTINUING PROFESSIONAL DEVELOPMENT
1. Generally, there are issues to be
considered when motivating staff
a) The perceptions, emotions and the
desire to do the work.
b) Leadership skills, traits and styles.
c) Job characteristics, job design, reward
systems, resource allocation.
d) All of the above.
2. Which of the following statement is
a) Maslow’s Hierarchy of needs
compliments Adelfer’s ERG and are used
as best practice when it comes to staff
b) Pharmacy work is generally routine-
based and so paying more than
competitors presents the best way of
achieving long-term staff motivation
c) Creativity is the source of innovation
and staff performance. Therefore
pharmacy as an industry, finds it
impossible to creatively engage staff in
d) The timing and engagement of extrinsic
motivators is required (e.g. pay well,
good environment to work in, fair
and transparent company policy etc.)
for workers to be engaged with the
underlying intrinsic motivators.
3. In order to establish a greater
need for a sense of purpose,
the opportunity to be better at
what you do and have a sense of
belongingness, it is important to:
a) Enable progress by removing
barriers, encouraging small wins, goal
b) Establish catalyst factors that help get
things done e.g. the right resources,
clear goals, appropriate autonomy, help
with work, a learning environment.
c) None of the above.
4. As a pharmacy manager you want
to motivate your staff. Based on
Nohria’s Employee motivation which
of the following statements is TRUE?
a) To generate more communication,
commitment and trust amongst your
staff, establish a hierarchical command
structure within the pharmacy.
b) Set clear and distinct values and
behaviours that are desirable and clearly
explain why these values are desirable.
c) Set each staff member an individual role
within the pharmacy and discourage
staff members working in teams.
d) Create a reward system that rewards all
members of staff equally to generate
fairness within the workplace.
SUPPORTING PHARMACY PRACTICE
Given its complex and dynamic
nature, no one-size-fits-all solution
applies when it comes to motivation
and performance. This article seeks
to provide readers with a resource
of general motivational inquiry,
additional insights into motivation
and performance in pharmacy, and a
challenge to current perceptions of
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Table 1. Nohria’s Employee motivation
Primary lever Actions
• Differentiate good
average and poor
• Reward for
• Pay as well as your
• Set clear and distinct values
and behaviours that are
desirable and set clear
explanations of why these
values are desirable
• Transparency in rewards and
• Create champions and role
models of desired values and
• Ensure barriers to development
and progress are addressed
• Foster mutual reliance
and friendship among
• Value collaboration
• Encourage sharing of
• Create small teams that
encourage competition and
sharing of best practices
• Create a learning culture
that values personal and
Comprehend Job design
• Design jobs that
have distinct and
important roles in the
• Design jobs that are
meaningful and foster
a sense of contribution
• Redesign old and traditional
pharmacy roles with intrinsic
and extrinsic motivators that
• Enhance pharmacy roles with
Herzberg’s motivational factors
• Create meaningful KPIs and
values that foster intrinsic
• Increase transparency
of all processes
• Emphasise fairness
• Flatten the traditionally
‘tall’ pharmacy hierarchy
structure to foster greater
• Transparency in granting
rewards, allocating resources,
and other forms of recognition.
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