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HRMT300 Managing Employee Performance
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HRMT300 Managing Employee Performance
0 Download6 Pages / 1,315 Words
Course Code: HRMT300
University: Colorado State University
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Country: United States
Quetion:
Propose methodologies that have been proven to increase value in health care delivery systems.
Examine the impact of motivation on quality, safety, and legal risks associated with health care organizations.
Assess how politics in a health care organization motivates and demotivates employees and recommend strategies to mitigate the challenges presented with each aspect.
Create a communication strategy to address an ethical dilemma within a health care organization regarding the quality of service and cost.
Use technology and information resources to research issues in health care management.
Write clearly and concisely about health care management using proper writing mechanics.
Answer:
Major factors causing de-motivation:
The provided case-study based on the ongoing administrative scenario prevalent in the Kaluyu Memorial hospital yields the following important aspects which can be mentioned as under:
Unhealthy working environment
Prevalence of a rift between the physicians and nursing professionals
Poor organizational culture
Work-conflicts
Non-participation of the employees in any interactive session
Unavailability of any facility to ensure privacy of women who have recently experienced motherhood.
Impact on the organization:
The success rate of a healthcare organization is largely dependent on the existing work culture and the structure of the organization. The annual financial report of the healthcare organization reveals the fact that due to the high hospital expenses, the organization encounters heavy financial losses year after year. Hence, it can be said that in light of the existing scenario the hospital is in a dilapidated state and if the administration does not take steps to address the ongoing issues then the organization would not be able to prosper following the current market trends. In order to devise interventions on the systematic function of the hospital, it is important to note that the employees speak the best for an organization and the fact that employees are the most valuable asset for an organization (Chen et al.,2015). The aversion in the attitude of employees towards their work and the hostile work atmosphere would eventually contribute exponentially in the turnover rate of the employees and as a result the organization would soon encounter an acute shortage of working force. In addition to this, high rate of employee turnover would elicit a negative impression about the organization and would further lead to the deterioration of the service quality (Mosadeghrad,2014).. This would serve as a severe blow to the business of the healthcare organization and the already poor financial profit ratio would speak for the financial crash of the organization.
Negative Outcomes:
The above mentioned de-motivating factors would lead to a disastrous outcome if not addressed immediately by the administrative department. The issues that have been highlighted in the previous section are the basic facilities that are required for the smooth functioning of all the healthcare organizations. Proper infrastructure of the hospital is mandatory to ensure the convenience of the employees as well as ensure providence of quality care to the patients. It is critical to note here that if the policies are not reframed and amended so as to be employee-friendly in nature, then the organization would witness a high rate of employee turnover and at the same time would also be regarded poor in terms of dispensing quality care (Sharma & Dhar,2016). The reputation of the hospital would suffer a severe blow and as a result the patients would stop visiting the hospital being influenced by the negative impression of the hospital.
Application of Herzberg’s Theory:
With respect to the existing administrative crisis, to recommend effective measures, in order to ensure that the working force is highly motivated it is important that the case is analysed with the specification of the Herzberg’s two factor theory of motivation (Ozguner & Ozguner,2013). According to Herzberg employee motivation is largely dependent on two important aspects that have been categorised under, hygiene factors and motivation factors both of which are integral factors in terms of employee-motivation (Yusoff et al.,2013). In this case, improving hygiene factors would include the amendment of all the existing human resource policies pertaining to the amendment of salary structure of the employees, stringent shift schedules, better leave policies, maintenance of privacy ensuring restrooms for lactating employees and maintenance of clear hierarchal structure to ensure healthy work atmosphere. The motivational factors would comprise of providing adequate opportunities to all the professionals in terms of providing ownership of a certain case to execute independently, provide growth opportunities in terms of promotion with regard to commitment towards work, adequate training opportunities for the development of skill-set of the workers and most importantly to recognize the contribution of the employee by means of either introducing incentives or feedback rating (Beukes & Botha,2016). Amendment of these procedures would contribute largely in the reflection of job-satisfaction in the employees, thereby also contribute in the success rate and growth of the organization (Karatza et al.,2016).
Developing a conceptual communication-framework:
In accordance to my perspective of conceptually understanding the scenario, my recommendation would focus on reframing the managerial policies and ban of any gossip culture. As the director of the Kaluyu Memorial hospital, I would incorporate measures to be extremely stringent with the work culture that would not entertain the prevalence of any dominating behaviour on any professional or the occurrence of any employee-conflict. In case of any conflict, the victimized employee could send a mail to the higher authorities to get the grievance addressed methodically. Regular conduction of workshops for skill-development would be organized to ensure that each employee is awarded an opportunity to shape their potential and contribute towards the welfare of the organization. Shift timing would be divided into stringent 8 hour shift, so that employees get ample amount of quality time with their family members. ‘Gossip-culture’ or prevalence of ‘work-bullying’ would not be entertained with imposition of heavy-penalty. In order to facilitate automated or digitalised medical history recording and documentation, infrastructure of the hospital would be improvised (Phichitchaisopa & Naenna,2013). Weekly meetings with the managerial post holders and the employees would be held regularly so as to address all the grievances of the workers appropriately and ensure smooth flow of communication and the meetings would be carried out in accordance of a horizontal approach irrespective of the organizational hierarchy. Quality work by the workers would be appreciated in form of bonus-pay or incentives that would contribute largely in motivating the employees to work harder. In case of a critical emergency, employee who need to work for a night duty would be entitled to 24-hour leave in order to ensure that the worker is well rested the next time he comes to work. Improvement in infrastructure would not only involve technological advancement but also providence of hygienic and safe restrooms for employees and clean washrooms for the female employees. Once in a month, social events organized by the organization would help in reduction of stress-levels of the employees and also ensure development of a better relationship between other employees.
Expected Improvement:
On strictly adhering to the recommendations listed above, within a span of 52 weeks, the organizational culture would improve significantly thereby reducing the possibility of employee turnover or deterioration in dispensing quality care to patients because studies reveal that employee satisfaction largely depends on the organizational culture in the service industry.
References:
Beukes, I., & Botha, E. (2013). Organisational commitment, work engagement and meaning of work of nursing staff in hospitals. SA Journal of Industrial Psychology, 39(2), 1-10.
Chen, S. Y., Wu, W. C., Chang, C. S., Lin, C. T., Kung, J. Y., Weng, H. C., … & Lee, S. I. (2015). Organizational justice, trust, and identification and their effects on organizational commitment in hospital nursing staff. BMC health services research, 15(1), 363.
Karatza, C., Zyga, S., Tziaferi, S., & Prezerakos, P. (2016). Workplace bullying and general health status among the nursing staff of Greek public hospitals. Annals of general psychiatry, 15(1), 7.
Mosadeghrad, A. M. (2014). Factors influencing healthcare service quality. International journal of health policy and management, 3(2), 77.
Ozguner, Z., & Ozguner, M. (2014). A managerial point of view on the relationship between of Maslow’s hierarchy of needs and Herzberg’s dual factor theory. International Journal of Business and Social Science, 5(7).
Phichitchaisopa, N., & Naenna, T. (2013). Factors affecting the adoption of healthcare information technology. EXCLI journal, 12, 413.
Sharma, J., & Dhar, R. L. (2016). Factors influencing job performance of nursing staff: mediating role of affective commitment. Personnel Review, 45(1), 161-182.
Yusoff, W. F. W., Kian, T. S., & Idris, M. T. M. (2013). Herzberg’s two factors theory on work motivation: does its work for todays environment. Global journal of commerce and Management, 2(5), 18-22.
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