Leadership Literature Review

Examining Leaderships’ Role on Employees’ Motivation, Retention, and Organizational Performance in Healthcare Centers within Saudi Arabia

An essential component of the leadership task is to create motivation in business sectors and especially in health care. The motivation has direct relation with the commitment of the workforce on organizational performance that not only improves productivity but also the quality of care, which is an important aspect of the sector. Thus, the growth and development along with the reputation of any health care organization is heavily dependent on the motivation (Barr &Dowding, 2015). In this study on the Saudi Arabian health care sector, the leaders and their behaviors are observed to determine the ways they implement to motivate the employees to perform better and the overall instruction that uses their skills and capabilities to provide the best treatment for the patients. Talent retention is also another facet that is explored in the healthcare setting as the long-term retention of training employees play a great role in increasing performance by understanding their job role and responsibilities better than most. It is done on both their effect on the employee performance of specific companies and the overall growth of the sector in the region. This includes not only retaining but also attracting talent onto the sector.

1.2. Research questions

The research question that can be perceived as the primary question for the study is the following,

What is the impact of the different motivation styles and leadership styles on the performance of the employee in health care sector in Saudi Arabia?

The secondary questions that lead to the answer of the primary research question are:

• What are the different leadership styles applied in the Saudi Arabian private health care sector?
• What is the impact of the different leadership styles on the performance of the workers?
• What is strategy that generally adopted in the employee motivation to bolster organisational performance?
• What are the different impacts on the employee performance by the leadership qualities?

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1.3. Study objectives

The main study objective definitely is the understanding the leadership styles and their theoretical interpretation on the employee retention and performance in the private health care sector in Saudi Arabia. The systematic investigation of this ultimate aim will be carried out by the research by following the process through the following objectives in this study.

•   To understand the effect of different leadership styles on employee performance in Saudi health care sector. 

•   To connect the different leadership traits with their impacts on employee’s motivation in Saudi health care sector. 

•   To develop the understanding of the effect of the leadership on commitment of Saudi health care staffs 

•   To develop the connection between the staff performance and motivation in Saudi health care sector. 


Literature Review

Leadership, Organizational Performance and Ability, Motivation, Opportunity (AMO) Model

Leadership is intricate in view of the fact that it is examined in diverse manners that involve dissimilar explanations (Naile & Selesho, 2014). It permits managers to influence employee behavior in the firm. Hence, motivated employees are considered as one of the vital and leading upshots of effective leadership skills. According to Gooraki, Noroozi, Marhamati and Behzadi (2013), leadership style is deemed as the widely discussed area in management, particularly in metropolitan healthcare centers, which has affected more than a few managers and employees.

Mccarthy, Covella, Kaifi & Corcoran (2017) analyzed the role of leadership skills in relation to employee retention. These researchers discussed the essential role that the association between employee and leaders act in affecting the imminent career decisions of an employee. In the domain of critical care unit in healthcare centers, Roy and Brunet (2005) examined the role of leadership in prevailing over employees’ turnover. For leaders within the healthcare units, employee turnover is a major problem because of the decreasing number of employees in Western states and an escalated necessity for serious care services as the people age. Leaders steering in the Intensive Care Unit (ICU) need to comprehend and tackle the matter of staff turnover as it is of key significance. As stated by Roy and Brunet (2005), considering this problem with a systematized and proof-based method that deals with collaboration and cooperation will not just enhance retention but will also play a great role to make such units a very competitive and enviable workplace.

Khan and Bukhari (2016) analyzed the influences of leadership style on the performance of healthcare centres based in Karachi, Pakistan. The main intention of the research was to investigate the impact of leadership characteristics and behavior on performance of healthcare centers. The results indicated that as compared to transformational leadership style, transactional leadership characteristic was more appropriate in stimulating and improving performance in hospitals.

The structure of AMO, stands for ability, motivation and opportunity, has been essentially acknowledged for elucidating the association flanked by human resource management and performance (Boxall & Purcell, 2003). As mentioned by Boselie (2010), Marín-García (2013) and Choi (2014), in accordance with this model, employees do well when they possess the capabilities, they possess enough motivation, and their work surroundings offer opportunities to take part. Based on AMO model, Kundu and Gahlawat (2018) scrutinized the varied performance results linked to the elements of high-performance work systems. For that, the researchers considered 204 organizations based in India and gathered primary data from 563 workers. They revealed that insights of employees concerning the applicability of ability-enriching, motivation-boosting, and opportunity-improving human resource practices bring about enhanced organization performance and greater affective commitment. The outcome further showed that affective commitment completely arbitrates the association of opportunity-improving HR practices with organization performance and partly arbitrates the associations of ability-enriching and motivation-boosting HR practices with the performance of an organization.

 

 

Impact of AMO on Employee Attitude and Employee Behavior

Three HRM elements that influence the level of an employee performance are motivation, ability and opportunity to take part. These HRM elements have an effect on high performance for both employees as well as firms and are essential to be examined. Guest, Michie, Sheehan and Conway (2000) conducted a survey that included two thousand workplaces and acquired the opinions of nearly 28 thousand employees. The results of the study revealed that there is a great relationship between HRM and employee attitudes together with the performance of an organization. Some pragmatic research studies, e.g. Gong, Law, Chang and Xin (2009); Takeuchi, Chen and Lepak (2009) have given verification for the statement that high-performance HR practices work directly via employee attitudes and behaviors, for instance, job satisfaction and affective commitment.

As stated by Boxall and Purcell (2003) and Nishii and Wright (2008), there is a great association between HR practices, employees’ attitude and behavior and their upshots. Hence, employees are positively organized when HR practices have a constructive influence on employees’ attitude and behavior. If an employee likes his or her tasks and responsibilities and is enthusiastic to put a great deal of energy in his/her work, then he/she does not want to leave the organization, which can be deemed as a positive employee effect.

Attitudes of employees are deemed as one of the significant proximal variables in the arbitrating phase of the HRM performance association (Almutawa, Muenjohn & Zhang, 2016). The researchers addressed organizational commitment, however attitude of employees is mostly outlined with regard to job satisfaction and organizational commitment. They targeted to examine the arbitrating influence of the AMO model on the association between HRM system and commitment of employees. The researchers analyzed that if employees realize that the HRM practices certainly influence their ability, motivation, and opportunity to take part, then such practices have an effect on affective commitment of employees. Further, Almutawa, Muenjohn and Zhang (2016) determined that there is a great constructive influence of observed AMO enrichment on the attitude of employees characterized by affective commitment. Pare and Tremblay (2007) believed that to forecast the behavior of employees, organizational commitment is deemed more constant as compared to job satisfaction.