Purpose Although private health care is regarded as providing a premium quality experience for both patients and staff alike, it is not without its daily challenges for health professionals. This study aims to explore the psychological contract of nurses to develop a greater understanding of how employee-employer interaction impacts motivation levels. Design/methodology/approach Data were gathered through semi-structured interviews with thirteen nurses at a private hospital in South Africa. Five nursing managers were interviewed to provide a management perspective. Thematic analysis was used to identify the salient elements of the psychological contract and to establish connections with motivational features. Findings The psychological contract of nurses was balanced in nature, contained predominantly relational elements and was characterized by the need for manager support, leadership and autonomy. Motivation was a by-product of fulfilment and was enhanced by a combination of tangible and intangible rewards. Practical implications Nursing managers should recognize their role in caring for the wellbeing of their staff and should be trained accordingly. Equipping nurses with the necessary tools to work autonomously, as well as acknowledging their skills, will stimulate confidence and improve motivation. Originality/value This study makes an important contribution to the existing literature on the psychological contract of nurses within the health-care system. It provides insight into relationship-based mechanisms that can be used to improve the motivation of nurses and thus impact the overall quality of patient care.
Research on the employment experiences of persons with disabilities on a global level indicates that this group is faced with the challenge of inclusion in the workplace. While South Africa has a well-defined legislative framework that has been determined in consultation with disabled people’s organisations, compliance with legislation appears to have failed to ensure that employment targets are met. As a response to these challenges, this study explored the early inclusion experiences of persons with disabilities in the workplace via a qualitative, explorative, case study. Semi-structured interviews were conducted with 12 people with a range of different disabilities and working for different organisations, in order to provide insight into the initial experiences of inclusion for persons with disabilities in the workplace. Findings showed challenges in induction and orientation practices, struggles with disclosure of disability to coworkers, a desire to strive for ‘normality’, and frustration and vulnerability in the workplace. Taken together, the findings point to the importance of early experiences of inclusion in the workplace – that is, inclusionary practices during the employee induction phase. This study offers insights to organisations and management practitioners for the promotion of better employment experiences. Recommendations include the appointment of a disability champion to account for disability equity within the organisation, the development of more inclusive recruitment and orientation practices, drawing on coworkers for support, and the active involvement of persons with disabilities in shaping onboarding processes. Embarking on these steps may ultimately result in a more diverse workforce within South Africa.
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