Motivating Health Care Employees

Effects of change - Employees are confused about the future and have no clear picture of the effects of change.

The recent economic downturn has forced many industries to change the way in which they do business in order to survive. Managers must find ways in which in to motivate their employees to overcome their employees natural resistance to change. Mangers must find ways to communicate a clear intent to diminish unknowns. Once clear goals have been created lay out individual goals to follow and Inspect their progress. Additionally, management must make sure that everyone is part of the plan and honor employee’s success in order to create a smoother transition with minimal

Abraham Maslow developed the hierarchy of needs theory still remain valid today for understanding human motivation, management training, and personal development. Maslow’s ideas surrounding the hierarchy of needs concerning the responsibility of employers to provide a fulfill their own unique potential are today more

supplies that is used by the ward. Patient yelling, "never mind. I want their supplies. This place ain't got anything." Patient appears irritable and argumentative, but walked away after receiving no response from this

Employees need to know that they can rely on management for any issues they come across during the transition of a company. Once employees and company move past the transition and the employees do not see any negativities impact within the company, employees can become more opened-minded changing within a workplace. Their fear of uncertainty will be a lot lower because they have gone through a company transition and with having a good management support system will allow employees to adapt to the change

Joseph Weiss (2012) tells us that “planned organizational change is a process that moves companies from a present state to a desired future state with the goal of enhancing their effectiveness.” Yet the process of changing can be painful and less than successful. This is the story of the USPFO for California and their poor managing of two simultaneous transformational changes to the organization: transitioning to the General Fund Enterprise Business System (GFEBS) and splitting and relocating the organization to two distant locales. The strategic plan was ill-fated and resulted in a leadership/employee estrangement and a silent organizational civil war. The USPFO for CA needs to focus on reestablishing trust and team building in order to become a functional organization again.

Whether good or bad, one thing is certain, change is inevitable. Organizations as well as people that do not acknowledge or embrace it are bound to fall behind or stagnate (Rooy, 2014). TransAct Insurance Corporation (TIC) was on the verge of needing change. A prominent auto insurer in Southeastern United States was attempting to revamp the way it conducted business. The goal was to improve customer service and strengthen its competitive position. The TIC Board of Directors had hired a new president and replaced three key vice presidents. One of the new VP’s being Jim Leon, would be tasked with leading the Claims division. This was no small task as Claims was the largest division with “1,500 employees, 50 claims center managers, and 5 regional directors” (McShane & Von Glinow, 2015, p. 449). Despite the size, Jim met with each manager and toured each of TIC’s 50 claims centers. As he spoke with employee at all levels he began to understand that moral was low and employee-management relations were tense. Georg C. Lichtenberg summed it nicely, “I cannot say whether things will get better if we change; what I can say is they must change if they are to get better” (Rooy, 2014). Change needed to take place to repair these working relationships, but where to start?

Often employees are resistant to change because of a breakdown in communication, the lack of understanding the benefits to the organization, lack of trust, training deficiencies, and the feeling of exclusion. However, these resistances can be overcome by creating a team atmosphere. The company can benefit greatly by engaging the employees in the building of the business. An in-depth explanation of the company’s direction and how it will benefit the company allows the employee to feel a part of the process. Opening lines of communication between leadership, management, and the employees builds an avenue of trust. For the communication to be successful, the correct delivery channels are established along with consistent delivery, encouraging feedback from the employees. Training is important to the success of a company, especially when new technology may be introduced in the change. Time and resources must be committed to the employees for training as well as frequent assessments of the training and the operations. The company must implement a strategy for these changes.

With change comes challenges and those challenges usually scared people and make them resistant to change. Change is uncomfortable to many people because it makes them feel vulnerable regarding being in control and uncertain about their future (Lussier, 2015). Change can interfere with people’s autonomy and lead people wondering and assuming the worst. The challenges change brings is not only for the employees but for management. Management has the challenge of trying to get the employees to buy-in to the changes and

Organizations are continually faced with a changing environment, therefore a need for a shift in strategic direction, must be implemented. The successes of major organizational change initiatives are almost always dependent on the incorporation of its workers and employees to help implement these changes.

Business success can be accomplished many different ways. Generally the easiest and most cost effective way to accomplish change and success in an organization is via the bottom up approach. The reason for this is when an organization involves its workers in any change or improvements, the employees gain a sense of pride or a feeling of ownership. This reasoning stems from personal experiences and observations. In two thousand and three, Best Buy went through a type of change to stay in the “big box” market and make a profit where other companies like Circuit City failed. They facilitated a bottom up approach, and incorporated the employees company wide. This paper will take

The second barrier is behavioral: the lack of employee acceptance, communication, and organizational structure. Part of the new budget went towards increasing the amount of buy in, or employee agreement to support the decision to implement a new information system. The goal was to get participation of one-third of Nibco’s salaried associates (Brown&Vessey, 2000, p. 16). Communication is always a barrier in project management. In such a huge undertaking, not only was communication between the 60-70 Tiger team members important, but even more so between the 300-400 employees spread over 15 plus locations. Organizational structure would also be a behavioral barrier that Nibco’s Tiger team would have to tackle. The job-restructuring task became more difficult when the consolidation of the 17 distribution centers went from a long-term strategy to half the number to a short-term consolidation to four centers. A huge amount of planning would be needed to tackle the behavioral barriers.

There is going to be a change in the organizational structure and this is going to provide an opportunity to address a number of problems within the organization. Morale is mixed, with many employees feeling that they are entitled to a higher management position, because they are not engaged in their current jobs. There are performance issues with many of these employees, so the company will need to identify the high performers for the new management layer. Creating high performance management is necessary for this project to work.

Roberta sure has her work cut out for her. Roberta has identified through informal analysis, that there is a problem facing the manufacturing and distribution division. Roberta has also identified several key elements that warrant her change such as a lack of clear vision, rigid work environment, and a culture that is reluctant to change as proven in earlier attempts to improve the documentation process. Turnover, hiring temporary workers who lack the necessary knowledge, and lack of a reward system is another key factor in Roberta’s want for change. A big component to Roberta’s problem is the other locations as well. There is currently little coordination between and within all the locations. Due to the growth of the company, the problems have continued to spiral downward creating more issues as time has gone on. Roberta needs to first develop a specific plan to address these issues. Her challenge lies with senior management and her ability to gain their trust. While Roberta remains concerned of the current state of the company, she needs to do more research to fully back her plan. This can consist of revealing discrepancies between the current and desired state, conveying creditable positive expectations for the change and creating a

There is one thing that is a constant within any organization which is change. Change is undeniable and inevitable. Change is what leads to progress. Structures, procedures, systems and policies and systems or just a few forms of change which an organization will use when utilizing change. When an organization undergoes goes there is a focus on the behaviors as well as the results based production delivered by its employees. When employees engage themselves in the change process while taking ownership of the processes in place, the organization will obtain value. Management at the executive level to the supervisors on the front line will all play a role in the process of change. The following will examine