References
Motivation and job satisfaction in veterinary nursing
Abstract
Sustaining continued employee motivation at work is one of the biggest challenges facing employers today, particularly in the present economic climate, which significantly limits their ability to meet repeated employee demands for increased pay. This article discusses what motivates veterinary nurses with reference to key motivation theories and relevant findings of the 2014 Royal College of Veterinary Surgeons' (RCVS') Survey of the Veterinary Nurse Profession (Institute for Employment Studies (IES), 2014). While a great deal has been learned to date about what motivates people at work, there is still much to discover. Research specific to the motivation of veterinary nurses, for example, is non-existent at the present time. For this article, therefore, selected theories and models from academic enquiries conducted by researchers in other work settings have been used where these are considered relevant. Key findings from the RCVS Survey are individually discussed in relation to their impact on veterinary nurse motivation and job satisfaction. The article concludes with a number of recommendations for practice owners and managers who are in a position to influence the motivation of veterinary nurses.
According to the 2014 Royal College of Veterinary Surgeons' (RCVS') Survey of the Veterinary Nurse Profession (Institute for Employment Studies (IES), 2014):
To balance these negatives, the survey also identified a number of things that made veterinary nursing satisfying. Most veterinary nurses agreed that although it can be stressful, the best aspects of the job are working with animals, being able to make a difference, and the satisfaction inherent in the job itself, which is both meaningful and worthwhile (IES, 2014).
Since the majority of qualified and student veterinary nurses work within clinical practice (IES, 2014), it would seem to be a logical starting point for the owners and managers of these establishments to take note of the findings of the 2014 survey and to act now to implement measures to retain veterinay nurses and improve their working conditions in order to allow a better work–life balance and increased recognition. However, it is the author's contention that any measures which owners and managers put in place must address both job satisfaction and employee motivation if they are to achieve sustained high-quality work performance and continued commitment from veterinary nurses in the longer term. In order to do that employers must, first, understand the distinction between satisfaction and motivation and, second, gain a true appreciation of what really motivates veterinary nurses.
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