BUS735FP

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Feb 20, 2024

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RESEARCH PAPER ASSIGNMENT 1 Research Paper Assignment Faizan Malik Liberty University June 26, 2022

RESEARCH PAPER ASSIGNMENT 2 Abstract Credible Behavioral Health, Inc. (CBH) is one of the largest behavioral health electronic health record (EHR) software companies in the United States. Offering a plethora of features such as a mobile application, inpatient and residential modules, and electronic prescribing, CBH’s software is used by medical professionals offering behavioral health treatment in hospitals, clinics, and social services non-profits. Recently acquired by Qualifacts, a competitor within the behavioral health EHR market, CBH continues to undergo continual change and faces several challenges within the organization. Despite being an industry leader, CBH's constant employee turnover as the merger with Qualifacts remains ongoing. With the departure of several long-tenured resources over the past year, CBH is facing a dearth of knowledge of their software amongst the current staff, which becomes evident with software development and support. CBH also faces difficulty with implementation and adherence to process management as related to the recent merger. With Qualifacts policies now governing both organizations, the executive team is facing challenges when attempting to implement those procedures on the CBH side. As a result, there is constant miscommunication and misinformation amongst the CBH staff in terms of current policies. Finally, CBH faces challenges related to the usability of its software. Directly correlated to employee turnover and unclear organizational policies, the overall quality of CBH’s software has diminished since the merger due to a large of defects introduced into the software resulting in dissatisfied customers. If the aforementioned challenges are not addressed, CBH and Qualifacts face a failed merger and a potential loss of position within the behavioral health EHR market.

RESEARCH PAPER ASSIGNMENT 3 Introduction Founded in 2000, Credible Behavioral Health, Inc. (CBH) quickly became the leader in the behavioral health electronic health record (EHR) industry. By offering new and innovative features targeted specifically for medical professionals, CBH’s software is well respected within the behavioral market, earning the #1 ranking in behavioral health EHRs for 2021 by KLAS Research, the leading healthcare IT research firm that provides rankings of vendors within the industry. Despite their success, CBH has faced many challenges affecting both internal and external stakeholders. Combined with a saturated EHR market, CBH was acquired by Qualifacts, a former competitor, in 2020. Even with the merger, CBH continues to face many of the same issues and have even encountered newly introduced challenges since the merger. These challenges have included consistent employee turnover, difficulties implementing organizational policies across the merged organization, and diminishing quality and usability of their software. This paper will provide an in-depth review of these challenges, identity key chrematistics of the organization, and apply several theories to the organization. The paper will then provide a personal and Biblical perspective on the organization and its challenges. Challenges Employee Turnover Since it’s inception, CBH has been plagued with an alarmingly high employee turnover rate throughout and has struggled with employee retention. At it’s worst, it is estimated that CBH faced an employee turnover rate of greater than 20%. With such a high level of employee turnover, CBH often struggles with maintaining consistent levels of knowledge of internal knowledge of their software. Depending on the department, this can result in a multitude of issues for both CBH’s software and the support they offer their customers. These include delayed

RESEARCH PAPER ASSIGNMENT 4 software development, defects being released into their software, and inadequate support. Not only does the high level of employee turnover affect CBH’s software, but it also has had detrimental results on the organization. O'Connell and Kung state employee turnover can result in lower organizational morale, decreased productivity, high costs incurred by the organization with the cost of replacing a salaried employee being six to nine percent of their salary (O'Connell & Kung, 2017). The high employee turnover rate can be attributed to multiple factors such as the competitive EHR market and fast-paced industry, with top talent often being recruited by larger organizations. However, single most contributing factor to the high turnover rate at CBH is the toxic work environment created by the management team prior to the merger with Qualifacts. Chamberlin and Hodson cite that organizations with high levels of interpersonal conflict, a lack of worker autonomy, and a high level of disorganization result in issues for both the organization and its members. The organizational culture under previous management leaned on fear tactics, oftentimes terminating employees for the smallest of errors and reprimanding those who were not seen as fit for the organization. Not only were employees terminated on a regular basis, but many would also leave voluntarily with concerns of job security. Although there has been a change in management since the merger, the organization continues to face issues with high employee turnover rates. Organizational Policies Although the merger with Qualifacts has provided CBH with numerous benefits, the larger organization continues face challenges when attempting to implement organizational policies. Despite operating in the same domain, CBH and Qualifacts daily operations were unique to each organization. From the life cycle of their software development to the organization of their support teams, each entity operated independently during the first year of

RESEARCH PAPER ASSIGNMENT 5 the merger with little to no interaction between the two organizations. However, over the past year, the merging process has been underway and has subsequently introduced new challenges to the organization, specifically for those operating under the CBH platform. With Qualifacts being the parent company, a majority of their policies were implemented to the larger organization. Many of the shared leadership positions were given to those originally from Qualifacts, causing a mass exodus of CBH managers. Changes in policies governing software development caused monthly delays in the release of new code. Employees were given reduced benefits and more expensive healthcare insurance. The newly implemented policies caused consistent confusion and frustration amongst CBH team members. While many in management focused on the technical aspects of the merger, many failed to acknowledge the human side and failed to emphasize guiding and supporting their employees during the change (Grigoris, 2018). As a result, CBH employees often face consistent confusion and misinformation regarding organizational policies, only furthering the existing frustration that many experience. Combined with the high turnover rate, and despite their continued success within the market, CBH has become considerably weaker since the merger and continues to rely on outside vendors to assist with daily operations. Software Usability Issues As a result of the constant employee turnover, dearth of institutional knowledge, and confusion regarding organizational policies, the overall usability and quality of CBH’s software has diminished. Since the merger, the number of defects released into their software has remained significantly higher than previous years, causing frustration amongst customers. Software that fails to meet the customer’s needs in terms of quality often causes the organization to incur additional expenses in repair, maintenance, and future business opportunities (Mockus &

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