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Managerial Stroking
AORN JOURNAL
SEPTEMBER 1987, VOL. 46, NO 3
Managerial Stroking MOTIVATING EMPLOYEES Ruth E. Davidhizar, RN; Joyce N. Giger, RN
S
troking is giving positive affirmation. It is praise that appreciates, not praise that compares or condescends. It describes efforts, accomplishments, and feelingsof the person offering the praise. It does not evaluate personality or judge character. Stroking is a powerful technique for increasing self-esteem. Appropriate managerial stroking increases employee morale and productivity. To maximize employee productivity, a manager must know concepts and ideas relative to positive stroking. Whether the manager is a novice or experienced, he or she should be skilled in how and when to give positive strokes to an employee.
Sending Positive Messages
A
person’s self-esteem is usually the basis for effective performance and intrinsic motivation. The most effective way to motivate an employee is to express confidence in him or her in a conducive, rewarding atmosphere.’ Rewards include external rewards (financial) as well as internal rewards (praise, appreciation, and respect). Heredity, childhood development, and previous success all contribute to positive self-esteem. Managerial stroking can enhance an employee’s self-image and productivity on the job. For the employee who lacks confidence, managerial stroking can supply the needed impetus to enable him or her to feel successful. Employees tend to act in accordance with their self-image. If they see themselves as appreciated employees, they will try to perpetuate that image. 492
If a manager labels an employee a loser, he or she will act like one. According to the authors of In Search of Excellence: Lessons from America’s Best Run Companies, “The lesson that the excellent companies have to teach is that . . . most of their people are made to feel like winners.”2 Increased organizational turmoil and decreased productivity can result when employees are made to feel like losers instead of winners. Employees may react bitterly to negative actions of managers, whether those actions are directed toward an individual or an entire staff. For example, locking a break room because it was left untidy by a few people can have a devastating effect on the entire staff. A negative action directed toward an individual can have a devastating effect on an employee’s self-esteem. For example, a secretary who is abruptly told to retype a lengthy report because of errors may become anxious, accident prone, depressed, and negative. Managerial stroking focuses on positive aspects that can counterbalance an employee’s feelings of insecurity and powerlessness. Personal affirmation enhances productivity by freeing the energy invested in personal or organizational turmoil.
Giving Strokes
M
anagers must be cheerleaders and encourage those they supervise. In addition to enhanced employee selfesteem, the benefits of stroking in a healthcare setting can include increased reliability in practice, efficient coordination of care, increased team spirit,
AORN JOURNAL
SEPTEMBER 1987. VOL. 46, NO 3
and positive relationships with ~ a t i e n t s . ~ Praise. Praise applauds a job well done. It can be motivating because it is seen as a reward and can be anticipated for good performance. The experience of having been praised will reinforce the positive behavior and motivate the person to continue doing a good job. Praise can be written or spoken privately or publicly to the person. Personal memos, thankyou notes, and personal spoken acknowledgements for a job well done are powerful forms of praise and will encourage future cooperation. A public thank you can be given at a meeting, in a hospital newsletter, or by acknowledging an employee’s accomplishment in front of others. Recognition in front of others has the dual benefit of a positive reaction from a group. On the other hand, if the group has negative feelings about the person’s contributions, acknowledgement in a group setting may cause additional negative feelings and result in sabotage. In all forms of praise, the manager must be careful not to neglect acknowledging each individual who contributes; praise given to one person or group while leaving out another who feels equally deserving may cause hard feelings. The manager must also consider the principle of equal praise for equal work. Negative feelings result when two persons are praised equally, but one feels his or her efforts far exceeded the other. Comments of praise are best if they describe
work performance without being judgmental. Use helpful comments that acknowledge specific actions, rather than general comments with valueladened words! The following are examples of helpful and unhelpful praise. Helpful. “Thank you for doing the linen room, it looks tidy again.” (The employee might infer that he or she did a good job and that the work is appreciated.) Unhelpful. “You are an angel.” Helpful. “Yourcomment to the patient, was very supportive. I could see it made her feel better.” (The employee might infer that he or she can bring happiness to others.) Unhelpful. “When it comes to talking, you are fantastic.” Helpful. “Yourcharting told me some things I didn’t know about the patient. It was clear and specific.” (The employee might infer that he or she charts in a descriptive manner.) Unhelpful. You write well for a new nurse, but of course, you still have a lot to learn.” Providing meaningful praise is difficult. If praise is not perceived as being meaningful, it will not appear genuine and will be rejected. For praise to be effective, it must be given accurately and judiciously. If praise is offered for insignificant performance, it will cease to have importance, and then when offered for something truly noteworthy, it will have no effect. Praise given poorly will have a negative effect on present and future
from Goshen ( I d ) College, and both her m t e r of science and doctor of nursing science degrees in psychiatric nursing from Indiana Universily, Indianapolis.
Ruth E. Davidhizar
Joyce N. Giger
Ruth E. Davidhizar, RN,DNSc, is the director of nursing, Logansport (Ind) State Hospital. She received her bachelor of science degree in nursing
Joyce N. Giger, RN, E D , is the chairman for health professions/nursing, Bethel College, Mishawaka, Ind She received her bachelor of science degree in nursing from Goshen (Ind) Coliege, and a master of science degree in education from Indiana University, Bloomington. She also received a master of arts degree in psychiatric nursing and a doctorate in educational administration, both from Ball State Universiw, Muncie, I d
d) 493
AORN JOURNAL
employee performance. Appreciation. Communicatingto an employee that he or she is needed will improve self-esteem, loyalty, support, and productivity. When employees are reminded that they are important and essential to the success of the organization, they will be more likely to support both their manager and the organization. Personal recognition and appreciation are analogous; they will sustain a sagging self-image or nourish a healthy one. Respect. Respect is communicated by treating employeesas adults and partners, and with dignity. The manager must communicate a positive attitude and manner toward employees. When advice is solicited from employees on decisions that need to be made, that input should be acknowledged. A feeling of respect is also communicated by the manager’s style of correction. There is a crucial difference between correction and criticism. Employees tend to react favorably to positive direction rather than criticism. The following are examples of positive correction and negative criticism. Positive: “You are good at following suggestions.” (This statement tends to produce a cooperative, open attitude.) Negative: “You sure messed that up.” (This statement tends to create opposition.) Positive: “I believe you can improve on this.” (This statement should elicit cooperation.) Negative: “You never do anything the way it is supposed to be done.” (This statement tends to facilitate a poor self-image.)
When Stroking Ij. Ineffective
M
anagerial stroking is not always an effective technique.Some employees do not respond to or value positive reinforcement. Such an employee may intentionally do the opposite of the behavior desired by the manager. This employee may belong to a group in which there is peer pressure not to please the manager or to be productive. Finally, some employees lack the interest, energy, or ability to do the job, and consequently, 4%
SEPTEMBER 1987, VOL. 46, NO 3
do not follow through when direction is given. Stroking is inadequate to motivate such employees. This employee’s behavior should be assessed and appropriate action taken (eg, referral for c1 counseling or disciplinary action). Notes 1. B Case, “Moving your staff toward excellent
performance,” Nursing Management 14 (December 1983) 45-48. 2. T Peters, R Waterman, Jr, In Search ofExcellenct?: Lessons From America> Best Run Companies (New York City: Harper and Row, 1982) 57. 3. M Durald, “Accent the positive,” Nursing Management 17 (June 1986) 66-68. 4. C Billings et al, “Growth and change: A nursing organization case study,” Nursing Management I7 (Ailgut 1986) 68-75.
More Hospitals Close in 1986 A total of 83 US hospitals closed in 1986, marking the highest level of closures in a decade. Of those, 7 1 were community hospitals and 12 were specialty hospitals. In 1985, there were 61 closures. In all, the total number of hospital closures since 1980 is 414, according to an article in the May 5 issue of Hospitals. Most of the hospitals that closed were small community hospitals. Citing figures from an American Hospital Association study, the article reported that 59 (83.1%)of the community hospitals that closed had less than 100 beds. Seven (58.3%)of the specialty hospitals that closed had less than 100 beds.Only seven hospitals (three community and four specialty) with more than 200 beds closed in 1986. A total of 44 metropolitan hospitals closed compared to 39 nonmetropolitan hospitals. Concerning ownership, 30 (42.2%)of the community hospital closures were not-for-profit hospitals. Investors owned 20 (28.2%)hospitals and state and local governments owned the other 21 (29.6%).Four (33.3%)of the specialty hospitals that closed were not-for-profit facilities. State and local governments owned the other eight hospitals.
SEPTEMBER 1987, VOL. 46, NO 3
Managerial Stroking MOTIVATING EMPLOYEES Ruth E. Davidhizar, RN; Joyce N. Giger, RN
S
troking is giving positive affirmation. It is praise that appreciates, not praise that compares or condescends. It describes efforts, accomplishments, and feelingsof the person offering the praise. It does not evaluate personality or judge character. Stroking is a powerful technique for increasing self-esteem. Appropriate managerial stroking increases employee morale and productivity. To maximize employee productivity, a manager must know concepts and ideas relative to positive stroking. Whether the manager is a novice or experienced, he or she should be skilled in how and when to give positive strokes to an employee.
Sending Positive Messages
A
person’s self-esteem is usually the basis for effective performance and intrinsic motivation. The most effective way to motivate an employee is to express confidence in him or her in a conducive, rewarding atmosphere.’ Rewards include external rewards (financial) as well as internal rewards (praise, appreciation, and respect). Heredity, childhood development, and previous success all contribute to positive self-esteem. Managerial stroking can enhance an employee’s self-image and productivity on the job. For the employee who lacks confidence, managerial stroking can supply the needed impetus to enable him or her to feel successful. Employees tend to act in accordance with their self-image. If they see themselves as appreciated employees, they will try to perpetuate that image. 492
If a manager labels an employee a loser, he or she will act like one. According to the authors of In Search of Excellence: Lessons from America’s Best Run Companies, “The lesson that the excellent companies have to teach is that . . . most of their people are made to feel like winners.”2 Increased organizational turmoil and decreased productivity can result when employees are made to feel like losers instead of winners. Employees may react bitterly to negative actions of managers, whether those actions are directed toward an individual or an entire staff. For example, locking a break room because it was left untidy by a few people can have a devastating effect on the entire staff. A negative action directed toward an individual can have a devastating effect on an employee’s self-esteem. For example, a secretary who is abruptly told to retype a lengthy report because of errors may become anxious, accident prone, depressed, and negative. Managerial stroking focuses on positive aspects that can counterbalance an employee’s feelings of insecurity and powerlessness. Personal affirmation enhances productivity by freeing the energy invested in personal or organizational turmoil.
Giving Strokes
M
anagers must be cheerleaders and encourage those they supervise. In addition to enhanced employee selfesteem, the benefits of stroking in a healthcare setting can include increased reliability in practice, efficient coordination of care, increased team spirit,
AORN JOURNAL
SEPTEMBER 1987. VOL. 46, NO 3
and positive relationships with ~ a t i e n t s . ~ Praise. Praise applauds a job well done. It can be motivating because it is seen as a reward and can be anticipated for good performance. The experience of having been praised will reinforce the positive behavior and motivate the person to continue doing a good job. Praise can be written or spoken privately or publicly to the person. Personal memos, thankyou notes, and personal spoken acknowledgements for a job well done are powerful forms of praise and will encourage future cooperation. A public thank you can be given at a meeting, in a hospital newsletter, or by acknowledging an employee’s accomplishment in front of others. Recognition in front of others has the dual benefit of a positive reaction from a group. On the other hand, if the group has negative feelings about the person’s contributions, acknowledgement in a group setting may cause additional negative feelings and result in sabotage. In all forms of praise, the manager must be careful not to neglect acknowledging each individual who contributes; praise given to one person or group while leaving out another who feels equally deserving may cause hard feelings. The manager must also consider the principle of equal praise for equal work. Negative feelings result when two persons are praised equally, but one feels his or her efforts far exceeded the other. Comments of praise are best if they describe
work performance without being judgmental. Use helpful comments that acknowledge specific actions, rather than general comments with valueladened words! The following are examples of helpful and unhelpful praise. Helpful. “Thank you for doing the linen room, it looks tidy again.” (The employee might infer that he or she did a good job and that the work is appreciated.) Unhelpful. “You are an angel.” Helpful. “Yourcomment to the patient, was very supportive. I could see it made her feel better.” (The employee might infer that he or she can bring happiness to others.) Unhelpful. “When it comes to talking, you are fantastic.” Helpful. “Yourcharting told me some things I didn’t know about the patient. It was clear and specific.” (The employee might infer that he or she charts in a descriptive manner.) Unhelpful. You write well for a new nurse, but of course, you still have a lot to learn.” Providing meaningful praise is difficult. If praise is not perceived as being meaningful, it will not appear genuine and will be rejected. For praise to be effective, it must be given accurately and judiciously. If praise is offered for insignificant performance, it will cease to have importance, and then when offered for something truly noteworthy, it will have no effect. Praise given poorly will have a negative effect on present and future
from Goshen ( I d ) College, and both her m t e r of science and doctor of nursing science degrees in psychiatric nursing from Indiana Universily, Indianapolis.
Ruth E. Davidhizar
Joyce N. Giger
Ruth E. Davidhizar, RN,DNSc, is the director of nursing, Logansport (Ind) State Hospital. She received her bachelor of science degree in nursing
Joyce N. Giger, RN, E D , is the chairman for health professions/nursing, Bethel College, Mishawaka, Ind She received her bachelor of science degree in nursing from Goshen (Ind) Coliege, and a master of science degree in education from Indiana University, Bloomington. She also received a master of arts degree in psychiatric nursing and a doctorate in educational administration, both from Ball State Universiw, Muncie, I d
d) 493
AORN JOURNAL
employee performance. Appreciation. Communicatingto an employee that he or she is needed will improve self-esteem, loyalty, support, and productivity. When employees are reminded that they are important and essential to the success of the organization, they will be more likely to support both their manager and the organization. Personal recognition and appreciation are analogous; they will sustain a sagging self-image or nourish a healthy one. Respect. Respect is communicated by treating employeesas adults and partners, and with dignity. The manager must communicate a positive attitude and manner toward employees. When advice is solicited from employees on decisions that need to be made, that input should be acknowledged. A feeling of respect is also communicated by the manager’s style of correction. There is a crucial difference between correction and criticism. Employees tend to react favorably to positive direction rather than criticism. The following are examples of positive correction and negative criticism. Positive: “You are good at following suggestions.” (This statement tends to produce a cooperative, open attitude.) Negative: “You sure messed that up.” (This statement tends to create opposition.) Positive: “I believe you can improve on this.” (This statement should elicit cooperation.) Negative: “You never do anything the way it is supposed to be done.” (This statement tends to facilitate a poor self-image.)
When Stroking Ij. Ineffective
M
anagerial stroking is not always an effective technique.Some employees do not respond to or value positive reinforcement. Such an employee may intentionally do the opposite of the behavior desired by the manager. This employee may belong to a group in which there is peer pressure not to please the manager or to be productive. Finally, some employees lack the interest, energy, or ability to do the job, and consequently, 4%
SEPTEMBER 1987, VOL. 46, NO 3
do not follow through when direction is given. Stroking is inadequate to motivate such employees. This employee’s behavior should be assessed and appropriate action taken (eg, referral for c1 counseling or disciplinary action). Notes 1. B Case, “Moving your staff toward excellent
performance,” Nursing Management 14 (December 1983) 45-48. 2. T Peters, R Waterman, Jr, In Search ofExcellenct?: Lessons From America> Best Run Companies (New York City: Harper and Row, 1982) 57. 3. M Durald, “Accent the positive,” Nursing Management 17 (June 1986) 66-68. 4. C Billings et al, “Growth and change: A nursing organization case study,” Nursing Management I7 (Ailgut 1986) 68-75.
More Hospitals Close in 1986 A total of 83 US hospitals closed in 1986, marking the highest level of closures in a decade. Of those, 7 1 were community hospitals and 12 were specialty hospitals. In 1985, there were 61 closures. In all, the total number of hospital closures since 1980 is 414, according to an article in the May 5 issue of Hospitals. Most of the hospitals that closed were small community hospitals. Citing figures from an American Hospital Association study, the article reported that 59 (83.1%)of the community hospitals that closed had less than 100 beds. Seven (58.3%)of the specialty hospitals that closed had less than 100 beds.Only seven hospitals (three community and four specialty) with more than 200 beds closed in 1986. A total of 44 metropolitan hospitals closed compared to 39 nonmetropolitan hospitals. Concerning ownership, 30 (42.2%)of the community hospital closures were not-for-profit hospitals. Investors owned 20 (28.2%)hospitals and state and local governments owned the other 21 (29.6%).Four (33.3%)of the specialty hospitals that closed were not-for-profit facilities. State and local governments owned the other eight hospitals.