Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Why effective communication is important in work settings
Human resources management in healthcare
Why effective communication is important in work settings
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Creating and Maintaining High Performance Work Environment
Using the Baldrige National Quality Organizational Profile Chart which addresses key practices in a health care organization that provides services to people, the chart helps organizations to understand performance management (National Institute of Standards and Technology). Every supervisor’s job is to recognize what stage the employee is currently at, and to assist and encourage them to progress along the corporate ladder to their highest level.
Reducing Employee Turnover
A good manager reduces unwanted employee turnover and the high cost of recruiting, hiring, and training new staff by moving these costs from hiring new employees to keeping and developing experienced ones. For example, at Compass, Inc., part of the Residential Coordinator’s job to motivate the employees so productivity can be increased by providing opportunities for career development and the same time providing quality care (Lighter & Fair, 2004). Other motivating techniques, such as delegating responsibilities and shared decision-making are also very important in the workforce environment.
Steps to reducing employee turnover
According to Nash & Poling (2009), it is important for an organization to hire the right people and this can be done with the help of the Human Resource department. An investment in upgrading the workforce is one of the best investments an organization can make when looking at long-term growth. Hiring the people that are a good fit within the culture of the organization means that their values, principles, and goals clearly coincide with those of the organization. In return, the organization should invest in training...
... middle of paper ...
... D.C. (2004). Quality Management in Health Care: Principles and
Methods. (2nd.ed). Sudbury, MA: Jones and Bartlett Publishers.
Mushrush, W. (2002, May). Reducing Employee Turnover. Retrieved on February 9, 2010 from
Small Business & Technology Development Centers, University of Missouri Extension's
Creating Quality newsletter.
Stock, D. & Bentley, J. (2009). Board's guiding role in building and keeping a thriving hospital
Workforce. AHA News, Trustee Magazine. Vol.45, Issue 6, p 4-5, 2p. Retrieved on
February 9, 2010 from Health Source - Consumer Edition. Kaplan University Library
Online.
Walters, A. (2007 October). Policy on Reportable Incidents and Investigations. Retrieved on
February 2, 2010 from Developmental Disability Administration Training Manuel.
Determined healthcare systems routinely examine their environments internally and externally to locate significant trends and forces in the present and for the future which will have an effect on their performance goals and mission efforts. These healthcare systems understand who their stakeholders are, their needs and how best to meet those expectations and needs. These systems give attention to specific efforts on accomplishing goals that acquire opportunities in the whole environment while they continue to adjust their internal structures and functions. Precise aims are dealt with by uninterrupted sequences for performance improvements. Strategic directions for systems originate from the mission and directives. Strategic directions are identified by observing key stakeholders, addressing their interests and being proactive about responding to current, as well as, future shifts and trends in the systems’ entire environment (Skinner, 2001).
Cheyenne Regional Medical Center (CRMC) is community-owned, not-for-profit hospital that is familiar yet unique with its organizational structure. The organization chart is typical of publically owned hospitals with county commissioners appointing the governing board and the governing board responsible for selecting the CEO and other executive positions. Although the structure is typical of a not-for-profit, Cheyenne Regional is surprisingly top heavy with twelve executive positions. These positions are not accidental but created in response strategy goals, community needs, and external forces. Overall, the hospital has strong leaders that collaboratively create the value pillars that drive the organization’s success. Suggestions for improvement of operations and structure are to combine specific positions while building some form of executive information management position to foster the growing need for connectivity and the weight it bears on reimbursement.
It is essential for organization to hire the right mix of people for their organization to run efficiently and effectively. All positions hold the key; even though every position is not that of an executive or manager. According to Silzer and Dowell (2010), whether a company succeeds or fails is determined by its talent. This writer believes with the global and technological expansion of the 21st century talented people will always be in demand. …“Collins (2001) suggests that having the right people comes before having the right strategies” (p. 3); as a result, this writer believes that organization will remain competitive with their internal and external quest for talent.
The Human Resources department is dedicated to hire and build an excellent team with a great teamwork and leadership. As one of the most important strategies of the business is the innovation of their products, it is needed people who can add value to the company through its diversity, innovation and entrepreneurial spirit, in a competitive and fun environment.
Due to WellStar being a multi facility health system, its organizational design is constantly being reviewed for simpler and more efficient processes. WellStar’s two smallest hospitals, WellStar Paulding and WellStar Douglas, previously under went reconstruction with regards to their hierarchical structure in Patient Access Services (PAS). WellStar Paulding, the smallest facility of the five hospitals, renovated their managerial chain of command in PAS. WellStar Paulding’s patient volume is less than half in comparison to the 4 additional hospitals. As a result, their staff is smaller and only requires minimal supervision. In the past WellStar Administrators requested supervisors for every department, a manager of the entire department, and a director that managed PAS’ management directly and PAS staff indirectly. Recent cuts ...
For example, by determining their organization objectives to reach certain goals, which can be immediate (to be accomplished within one year), short term (two to five years) and long term (more than three years to initiate and fewer than 10 years to complete). In spite of the duration, the scope of this prediction should focus on different elements of an organization, including, but not limited to: finance, personnel, logistics, operations, and administration. Another course of action for PMH would be for the “Hospital leaders… to create an expectation that employees will report on their progress; using an automated performance management system as the standard reporting platform at all meetings can demonstrate leaders' expectations…leaders need to establish consequences for assigned employees who do not report on measures or perform up to standards”(Rodak, 2013). Finally another course of action for Peel Memorial Hospital (PMH) aligning performance management into the hospital would be for management to reaffirm to their employee value to its staff is needed for the mission to continue “…by encouraging a climate of adaptability and mutual trust. To develop trust, employees must feel as if they matter.
This paper’s brief intent is to identify the policies and procedures currently being developed at Midwest Hospital. It identifies how the company’s Management Committee was formed and how they problem solved and delegated responsibilities. This paper recognizes the hospital’s greatest attributes and their weakest link. Midwest Hospital hired Dr. Herb Davis to help facilitate the development and implementation of resolutions for each issue.
Organizations’ other resources can be hired, retained and discarded at any time but human resources needs special treatment. It needs to be carefully hired, deserve an extra effort to retain it and requires training & development to upgrade and improve its capabilities. Other resources depreciate with the passage of time but when the human resource gains more and more experience, it becomes more beneficial for the organizations. These characteristics have brought human resources to be the central element for the success of an organization. (Mohammed, Bhatti, Jariko, and Zehri, 2013, pg. 129, para. 2)
Dwight D. Eisenhower once said, “Motivation is the art of getting people to do what you want them to do because they want to do it.” Studies have found that high employee motivation goes hand in hand with strong organizational performance and profits. Therefore, managers are given the responsibility of finding the right combination of motivational techniques and rewards to satisfy employees’ needs and encourage great work performance. This becomes a bit more challenging as employees’ needs change from one generation to another. Three of the biggest challenges a manager faces in motivating employees today are the economy and threats to job security, technological advances, and company cultures that primarily focus on the bottom line.
It is important for manager to understand that what motivates the individuals. There are different kinds of motivation theories which reveal that individuals are motivated by different factors. For example there is extrinsic motivation and intrinsic motivation (Amabile, 1993). Extrinsic motivation refers to the motivation that one has for the extrinsic rewards such as pay, status, power, etc. Then there are intrinsic motivating factors such as the chance to exercise one’s skills, the opportunity to learn and personal development. Research suggests that various factors motivate employees in a different degree depending on their nature. It would therefore be important for the manager to understand that what are the motivating factors for individual employees and then provide them incentives accordingly so that they can work in a more productive fashion. Once the individuals work with greater excitement and vigour it would automatically lead to better performance.
The Case Study exercise allowed us to take a role that is outside of our expertise and to critically think about how each position contributed in the realm of patient care. In this case I took the role of an administrator. As the administrator I learned factors that affected the stability of an organization. Arguably there were several factors that an administrator has to understand and a slew of entities that an a...
The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But that’s easier said than done! Motivation practice and theory are difficult subject, touching on several disciplines.
An important part of the retention of staff, reducing staff turnover and minimising absenteeism at work is ensuring that staff are properly motivated. This is not as easy as it sounds. At first glance, you might be tempted to think that merely increasing wages is the way to motivate! Not so. Most thinkers on the subject would argue that motivation is a far more complex issue than merely 'money'.
There are many reasons for employee training and development in the health care environments. Another reason for employee training is to keep with the development with the new change in the world today. Another reason is to benchmark the status of improvement so far in a performance i...
Performance management is a continuous process that creates a working culture to encourage employees to improve their work performance and reach their full potential during their stay of employment. Performance Management also provides strategic direction, develop competency in employees and instill organization value. This paper will identify methods and affects that performance management plan has on the organization and their employees.