The implementation of an episodic intervention, how to motivate your staff? A diagnosis of the motivational goal during a comprehensive organizational-change project in the Dutch healthcare sector.

No Thumbnail Available
Journal Title
Journal ISSN
Volume Title
This research consists out of a diagnosis regarding the implementation of the motivational goal during an episodic intervention, which occurs at the Radboud UMC. The research question is as follows: How well does the F4tF program adequately implement the motivational goal of the social dimension in their change program? This has been operationalized into four sub-questions which encompass; the definition of the motivational goal, the desired situation, the actual situation, and the difference between the desired and actual situation. An episodic intervention, such as the F4tF project, has statistically more chance to be unsuccessful rather than successful. In order to help understand and design such an intervention, the 3-Dimensional model can be used. A part of this 3-D model will be used for the diagnosis. Namely, the motivational goal is the first of three goals within the social dimension, which should be realized in order to decrease the chances of an unsuccessful episodic intervention. Drivers, which are instruments, can be put into practice in order to help realize the motivational goal. This diagnosis is performed via a qualitative study, from which the data consist out of documents and mainly semi-structured interviews. A template analysis is used in order to analyze the new derived data. Which means a template must be constructed before the interviews. This is done by defining the motivational goal, consisting of creating a sense of urgency and creating a shared vision. Furthermore, both the sub-goals were operationalized, from which a desired situation is derived in order to evaluate the actual situation. Which consist out of a sufficient status of both the sense of urgency and shared vision, as well as the sufficient use of the drivers. Regarding the actual status; the drivers, have not been put in practice sufficiently. The results regarding the status of the motivational goal are divergent. Out of the sample of six participants, only half scores sufficient on the status of sense of urgency and only half scores sufficient on the status of shared vision. The nonuse of the drivers may have created room for divergent reasons why the respondents within the sample, score insufficiently regarding the motivational goal. RUMC needs to shift their attention to the motivation of their employees regarding this intervention in order to decrease the chances of an unsuccessful change program.
Faculteit der Managementwetenschappen