The motivational value of rewards amongst Malawi’s health professionals

Alfred W.D Chanza,Gerrit J Louw,Robin J Snelgar

doi:10.4102/sajhrm.v11i1.517

Alfred W.D Chanza, Gerrit J Louw + Show 1 more

Open Access

https://doi.org/10.4102/sajhrm.v11i1.517

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Abstract

Orientation: Reward administrators of Malawi’s health sector seem to misunderstand the intrinsic and extrinsic values of financial and non-financial rewards.Research purpose: This study focuses on assessing the motivational value of rewards amongst health professionals in Malawi’s Ministry of Health (MoH).Motivation for the study: Malawian studies indicate that Malawi’s MoH has become dysfunctional largely due to reward-related problems faced by its health professionals.Research design, approach and method: This study was a non-experimental design with an explanatory and evaluative approach, utilising both quantitative (questionnaire) and qualitative methods (literature review, interviews and focus group discussions).Main findings: The study confirmed the existence of reward-related problems amongst health professionals in Malawi’s MoH. Initially, statistical testing of the hypothesised model collapsed, suggesting that no relationship existed amongst the variables. However, statistical testing of the re-specified model suggests that there is a positive relationship between financial and non-financial rewards. Through the structural equation modeling (SEM) exercise, an inverse (negative) relationship between financial and non-financial rewards was established.Practical/managerial implications: The re-specified model symbolises a pragmatic departure from theoretical claims that financial rewards (salaries or money in general) are not a motivator. The graphic model suggests to managers and policy-makers that both financial and non-financial rewards are very important and valuable in any employment relationship.Contribution/value-add: An inverse (causal) relationship between financial and non-financial rewards has been established, graphically demonstrated and scientifically explained.

Highlights

An initial fit of the empirical data on the proposed model was not established. These findings suggest that the objectives of a reward system do not have a mediating effect on the reduction of reward- related problems
The findings of this study suggest that financial rewards are motivators amongst health professionals in Malawi’s Ministry of Health (MoH)
Managerial implications and recommendations The findings of the hypothesised model suggest to managers and/or policy-makers that the objectives of a reward system have no mediating effect between the rewards and rewardrelated problems faced by health professionals in Malawi’s MoH

Summary

Introduction

Problem statementIt seems Malawi’s MoH is failing to attract, motivate and retain adequate health professionals (Bowie, Mwase & Chinkhumba, 2009; Muula & Maseko, 2005; Dovlo, 2003, 2004; Gordon, 2008; Manafa, McAuliffe, Maseko, Bowie, MacLachlan, Normand & Chirwa, 2009; Ministry of Health, 2010; Mangham, 2007; Muula, 2006; Muula & Maseko, 2005; Paradath, Chamberlain, McCoy, Ntuli, Rowson, & Loewenson, 2003; World Bank, 2004). Health care in MPHS is highly labour intensive (Malawi Government, 2007; Mangham, 2007; Maseko, Nkunika & Bowie, 2009; Mathauer & Imhoff, 2006; McAuliffe et al, 2009; Ministry of Health, 2010; Mtazu, 2009; Muula, 2006; Muula & Maseko, 2005) The performance of this sector is critically dependent on worker motivation, defined as the degree of willingness of an individual worker to maintain an effort in his or her quest to achieve organisational objectives and goals; or a set of psychological processes and behaviours resulting from the transaction between individual workers and their work environment (Franco, Bennett & Kanfer, 2002; Franco, Bennett, Kanfer & Stubblebine, 2000; Franco, Bennett, Kanfer & Stubblebine, 2004). The role psychological contracts play in an employment relationship is unknown

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