Culture Change Case #2
Healthcare Acquisition Case
Six months after the merger described in Change and Culture Case Study I, the new administration initiated a significant reduction in force. A decision was made to redesign patient care delivery. The administration's first job redesign recommendation was that of a universal worker. The universal worker would deliver many support services. Aware that this model often failed when implemented in other organizations, your administrator charged you with making redesign work this time.
How would you begin the process of job redesign? Do not consider only the universal worker.
The process of cutting staff is a common practice these days in hopes to lower the costs associated with healthcare (Eaton-Spiva, Buitrago, & Trotter, 2010). This is creating a plethora of problems in job satisfaction and hence job redesign demands the utmost attention in order to mitigate some of the common issues. Furthermore, it is estimated that nearly fifty percent of hospitals are considering some kind of reduction (Intergrated Healthcare Strategies, 2010). These issues include providing a safe, quality healthcare environment, that is conducive to providing adequate care and meeting the patient's needs. One problem that arises is professions are leaving the profession because of ongoing fatigue, heavy workloads, irregular hours, inadequate staffing, and a general feeling of not being valued. These factors can contribute to an extremely stressful work environment. One study found that how an organization reduces its workforce is just as important to whether it does or not (Murphy, 1996).
To begin the job redesign process, there are many factors to consider. First, it is necessary to compile a list of tasks and activities that need to be completed on a regular procedural basis; such as work process data. It is important to gauge these activities appropriately to reduce the possibility of people being given too much of a work load. However, at the same time it is necessary to make sure productivity doesn't suffer because schedules are too lax. Therefore there must be a balancing point to the activity design process.
Using a universal worker is one way to alleviate an excessive job load. This worker can fill in the gaps as necessary to reduce some of the strain on an overworked member of the staff. This worker is generally trained to accomplish a host of relatively unskilled tasks so that this frees some time up for the more trained positions. For example, it was estimated that some nurses spend almost thirty percent of their time on just paperwork (Eaton-Spiva, Buitrago, & Trotter, 2010). Using technology and reducing this burden is an obvious goal however can also lead to poor documentation and regulatory issues. Therefore it is only possible to utilize this strategy on non-value-added processes that can be reduced without compromising patient care (Murphy, 1996).
Organizations that cut the workforce with an across the board strategy also run the risk that their actions might negatively affect the care outcomes of patients. Thus the only solution is to include a task based approach to workforce reductions. Furthermore the tasks associated with any one individual's workload should be sufficient enough to be challenging but limited enough to not overwhelm the professional. A workload skewed in either direction produces inefficiencies that hurt the organization and thus the balancing point must be appropriately identified.
Part B
What work processes and performance expectations must be considered once the design is completed?
Once the design is completed, the transformational aspect of the project begins. It is at this point that a leader must motivate the staff to accept the changes and collect feedback if there are issues in which the design is working properly. For example, if an employee is simply overwhelmed, not due to neglect or incompetence, then the workload must be reassessed and the design augmented. Furthermore, it is rarely the case that a design moves to implementation without any complications.
Therefore, the design must incorporate feedback mechanisms to delineate between design inefficiencies and employee inefficiencies. The latter...
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