The Kaluyu Memorial Hospital operates as a for-profit medical institution that mainly provides medical services in Egypt through technology and technical advice in laboratory and medical equipment. It plays a vital role in the healthcare system of this area, offering medical services, including the management of HIV/AIDS. It also has a special HIV/AIDS care unit. This paper provides an analysis of the main points in the motivation system of Kaluyu Memorial Hospital, the hospital’s systematic weaknesses, the application of a particular motivational theory, and a proposal for a communication system that can resolve the problems of employee dissatisfaction and revitalize the organization.
Major Demotivational Factors
The first major demotivational factor that can be seen at Kaluyu Memorial Hospital is the dominating organizational culture of fear. Employees seem anxious in their supervisors’ presence and enter and exit their supervisors’ offices with minimal conversation. This suggests a lack of psychological safety when employees cannot express their concerns, ask questions, or participate freely in discussions. Thus, communication dysfunction can have life-threatening consequences. A second factor that exacerbates demotivation is the perception of inequality among healthcare professionals. Nurses are dissatisfied because they feel that although they perform the most direct patient care, they do not receive much recognition compared to physicians. Nurses who feel underappreciated are less engaged and committed to the organization, which eventually affects patient care and team spirit among healthcare team members (Hert, 2020). On the one hand, this lack of recognition and acknowledgement promotes feelings of submissiveness and doubt.
A third barrier to motivation is burnout, which can be recognized through the overt tiredness of the staff at work. Drivers of this epidemic are primarily rooted within healthcare organizations and systems and include excessive workloads, inefficient work processes, clerical burdens, work–home conflicts, lack of input or control for physicians concerning issues affecting their work lives, organizational support structures, and leadership culture. Some employees report to work late or call in sick without proper reasons (Hert, 2020). These trends point to chronic fatigue and emotional despair, which usually come from the long hours at work, an overloaded case load, and an unhelpful organizational environment. Burnout, when neglected, not only puts the workers’ health at risk but also is a significant factor in diminished productivity, errors in medical treatment, and staff turnover.
Moreover, complications arise simultaneously in the structure and the culture, with the topics of hierarchy and inclusivity. It is said that the doctors and nurses tend to dominate the other employees on the same level, thus causing a weak working relationship and consequently low morale in the support staff (Mawuena et al., 2024). In meetings, some employees are silent as a result of being excluded or being afraid of the consequences of retaliation.
Impact on Service Delivery and Business Performance
If a hospital does not make any changes regarding these factors, it will suffer greatly because it will not only not be able to function correctly, but will also lose income. A decrease in the quality of services is one of the apparent consequences of this process. Healthcare professionals who feel exhausted and dissatisfied with their work tend not to interact with patients, do not respond to needs, and do not prevent clinical errors (Khammissa et al., 2022). In Kaluyu’s, where serious and life-threatening cases are handled, such mistakes could be fatal and lead to expensive malpractice lawsuits. The significant stress is the financial impact of high employee turnover and sick leaves. The expenses incurred from recruiting, training, and onboarding a new person are quite considerable, especially for health professionals with specific abilities. Additionally, suppose the workers are frequently absent or do not perform their duties optimally because of boredom or lack of motivation. In that case, productivity decreases, leading to process lags and additional operational costs.
Application of Herzberg’s Two-Factor Theory
Herzberg’s Two-Factor Theory provides an appropriate framework for understanding these individuals’ difficulties. The theory distinguishes between hygiene factors and motivators, the two factors influencing job satisfaction (Nickerson, 2025). A few hygiene factors include salary, the work environment, and organizational policies, the most critical basic employment conditions. These issues do not necessarily motivate employees, but their absence produces dissatisfaction. Other elements, such as recognition, advancement, and meaningful work, comprise motivators, which contribute to the satisfaction of employees. Kaluyu is at a loss in both areas, and there are inadequate hygiene factors. For instance, the work conditions are intolerable, the breastfeeding rooms are conspicuously absent, and there is no attempt to strike a work-life balance. Installing working refrigerators and breastfeeding facilities for employees would tackle the issue of hygiene and exhibit respect for employees’ personal needs (Vilar-Compte et al., 2021). Furthermore, careful external assessment mechanisms on the level of staffing need to be instituted to ascertain work environment safety during off-peak hours.
Proposed Communication System for Motivation
Transforming Kaluyu’s organizational culture and restoring faith within its members will require establishing an effective communication system. Multi-layered in nature, the proposed communication structure allows anonymous feedback through different channels, including meeting after-hours questions and reviewing department activities, followed by a one-on-one session between supervisor and employee (Domenico, 2023). These tools will serve as the basis for a meaningful dialogue, the opportunity for an employee’s voice to sound out, and the positions that will be filled across the company will be transparent.
The monthly town hall meetings would be used mainly as a form of participation, but not as a communication platform. During these meetings, the company leaders will be the first to inform about the company updates, acknowledge the employees who contributed, and kindly ask for suggestions or ideas. Another way to allow employees to be anonymous is through a suggestion box, which will be placed in public areas in both physical and digital forms. The weekly departmental briefings would be more oriented towards inter-team coherence and a collaborative solution space. Another aspect of personalizing the manager-employee connection is the training session created for both of them. Notably, one-to-one weekly check-in meetings should be an avenue to earn management support, and email reminders should be sent to the employees on their progress. Teaching sessions will be used for feedback and proper training.
Conclusion
Overall, deeply ingrained organizational problems at Kaluyu Memorial Hospital, such as fear-based leadership, unequal recognition, burnout, and a lack of family-friendly policies, are caused by demotivating workplace dynamics. These elements directly impact both service delivery and financial performance. If left unchecked, they will continue to lower staff morale, raise attrition, and endanger patient safety. Herzberg’s Two-Factor Theory provides a valuable framework for comprehending and resolving these problems, highlighting the need to enhance intrinsic motivators and hygienic considerations. The hospital may restore confidence, develop a more driven staff, and eventually enhance patient care and organizational sustainability by implementing a strong, open, and inclusive communication system.
References
Domenico, M. D. (2023). More is different in real-world multilayer networks. Nature Physics, 19(9), 1247–1262.
Hert, S. D. (2020). Burnout in healthcare workers: Prevalence, impact and preventative strategies. Local and Regional Anesthesia, 13(13), 171–183.
Khammissa, R. A., Nemutandani, S., Shangase, S. L., Feller, G., Lemmer, J., & Feller, L. (2022). The burnout construct with reference to healthcare providers: A narrative review. SAGE Open Medicine, 10.
Mawuena, E. K., Mannion, R., Adu-Aryee, N. A., Adzei, F. A., Amoakwa, E. K., & Twumasi, E. (2024). Professional disrespect between doctors and nurses: implications for voicing concerns about threats to patient safety. Journal of Health Organization and Management, 38(7).
Nickerson, C. (2025, April 18). Herzberg’s two-factor Theory of motivation-hygiene. Simply Psychology.
Vilar-Compte, M., Hernández-Cordero, S., Ancira-Moreno, M., Burrola-Méndez, S., Ferre-Eguiluz, I., Omaña, I., & Pérez Navarro, C. (2021). Breastfeeding at the workplace: a systematic review of interventions to improve workplace environments to facilitate breastfeeding among working women. International Journal for Equity in Health, 20(1).