¶ … Employee's Rights to Health and Safety in the Workplace
The objective of this study is to analyze the rights of employees to health and safety in the workplace in regards to the scenario as follows:
DoRight has recently been hired as the President of the "Universal Human Care Hospital," where he oversees all departments with over 5,000 employees and over 20,000 patients at the medical facility. He has been provided with a broad set of duties and oversight of numerous departments, including business development, customer services, human resources, legal, patient advocacy, to name a few. He has managers in each department that he supervises and who work with him to address the needs of the various internal and external stakeholders of the hospital. Dr. DoRight discovers that some patients within the hospital have been dying as a result of a variety of illegal procedures by doctors and nurses, and negligent supervision and oversight on their part. This was brought to his attention in a few meetings and he told his Regional Director Compliance Manager and Executive Committee in January 2009. He was told by them that the matter would be investigated and they would report any findings to him as soon as possible. After two (2) years, there have been no results from the investigation and some patients are still passing away due to the negligent activities. He also answers to a board of trustees and interfaces with numerous community organizations and corporations who have various reasons for doing business with the hospital. Dr. DoRight continues to win awards for his leadership of the hospital and meeting business goals. He was recently named "Medical Business Executive of the Year" in 2011.
I. Introduction
There are three different internal and external stakeholders that Dr. DoRight deals with on a daily basis at the hospital. These include the internal stakeholders of patients, employees, and legal advocates of the hospital. External stakeholders include regulatory and legal authorities as well as the community in which the hospital is situated. There are conflicting interests existing between internal and external stakeholders of the hospital.
As noted in the work of Rabinowitz (2012) there are often conflicts among stakeholders and for example some stakeholders "may have economic concerns" while other concerns may include such as "universal health care or regulation" which wile being good for the society-at-large may result in hurting some businesses. (Rabinowitz, 2012) Stakeholder interests are further driven by such as "ideological as well as cultural differences." (Rabinowitz, 2012)
Legislators and policy makers are often concerned with the perception of the public and the organizational employees interests are focused on their work processes. Rabinowitz writes that a stakeholder analysis involves "determining who among stakeholders can have the most positive or negative influences on an effort, who is likely to be most affected by the effort and how you should work with stakeholders with different levels of interest and influence." (2012) Stakeholders can be classified as follows according to Rabinowitz:
Promoters have both great interest in the effort and the power to help make it successful (or to derail it).
Defenders have a vested interest and can voice their support in the community, but have little actual power to influence the effort in any way.
Latents have no particular interest or involvement in the effort, but have the power to influence it greatly if they become interested.
Apathetics have little interest and little power, and may not even know the effort exists. (Rabinowitz, 2012)
Stakeholder influence can be interpreted in the following ways:
An individual or group can wield official power in some way -- as a government official or agency, for example.
As an administrator, board member, or funder, an individual or group has some power over the organization conducting the effort.
Another possibility is influence as a "community leader" -- a college president, hospital CEO, clergy member, bank president, etc. These people are often listened to as a result of their positions in the community, and may hold one or more actual or honorary positions that give them even more influence: chair of the United Way campaign, officer of one or more corporate or non-profit boards, etc.
Key stakeholders are often connected to large networks, and thus can both reach and sway many community members. Such connections can be through work, family, long generations or years of residency, membership in many clubs and organizations, or former official status.
Great influence can be exercised by people (or, occasionally,...
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