...Goodman 1. Introduction Employee motivation can be regarded as one of the key practices for an organization to build long-term sustainability in any respective business industry. In relation to the recent phenomenon, the performance of employees significantly depends upon a number of factors including employee motivation, employee satisfaction, performance appraisal, compensation, training and development (T&D) along with adequate security of job role and organizational structure among other factors (Muogbo, 2013). However, the specific area of this study is focused on employee motivation, which tends to highly influence employee performance within an organization. In relation to the rapidly growing global business environment, marketers have been widely witnessed to implement a number of strategic measures in order to keep the workforce more optimistic with regard to their specific roles and responsibilities within the organization. In this regard, Organizational Behavior (OB) has long been observed to play an essential role for the entrepreneurs to develop strong workforce in accordance with the vision and postulated business goals (Tishman et al., 2012). Emphasising the notion of OB to play as an essential role in employee motivation, the primary objective of this report is to critically analyse the practice of OB by United Healthcare (UHC) while empowering performance and long-term relationship of the employees within the organization. In this regard, the report...
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...RETENTION STRATEGIES “Employee wellness programs are growing in popularity, as health system leaders look for ways to boost their employees’ health--and in doing so, boost their abilities to do their jobs well. This can improve the hospitals’ and health systems’ bottom lines, by increasing employee productivity and satisfaction, which in turn lowers staff turnover rates and the associated costs”.- Jennifer Larson( February 2013). The cost associated with replacing an employee who leaves is considerable. A 2009 report from the Robert Wood Johnson Foundation (RWJF) put the estimated cost of replacing a registered nurse between $22,000 and $64,000, and that doesn’t include the wealth of experience that seasoned nurses bring to the table. These costs mean that healthcare organizations have a definite financial interest in reducing turnover. PwC Saratoga’s recently released 2012/2013 US Human Capital Effectiveness Report found that hospitals saw increased turnover among employees in 2011, according to data that was available from about 60 hospital systems with a total of more than 1 million employees. The report also found that the bedside nurse voluntary separation rate rose from 7.5 percent to 9.1 percent from 2010 to 2011, and the first-year nurse turnover rate increased from 26.2 percent to 28.3 percent over the past year. Some key findings in 2011: Retention of all employees and nursing staff improved constantly during the 2008-2011 time period; Turnover of all employees and...
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...(Kemper and Murtaugh, 1991) and about 24 % of these individuals will spend less than a year in residence at a nursing home (CDC, 2012). The key employees of the nursing home that have the most interaction and greatest impact with the residents of nursing homes are the registered nurses (RNs), licensed practical nurses (LPNs), and certified nursing assistants (CNAs). For several years the shortage and turnover rate of nursing home staff has long been a serious problem for multiple nursing homes nationwide (Pillemer, et al., 2008). Providing effective and safe quality care in nursing homes requires clinically and interpersonally competent staff. Research findings suggest that inadequate supervisory, managerial, and human resource practices within nursing homes contribute to poor outcomes, including high nursing staff turnover, lower employee satisfaction, and poor clinical outcomes (Anderson, et al 2003). When a staff member leaves an organization, the knowledge, skill and experience that the person has brought to, and gained at, the organization is lost. Although high rates of nursing home staffing shortages and...
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...Assignment #1 – Problems and Best Practices in Retention Employee and Labor Relations HRM 534/Jamie Davis Smith, Esq. January 22, 2012 What three problems might an organization have with the issue of employee retention? Three Problems an organization might face with employee retention could be identifying the problem for turnover, employees facing heavier loads which could cause more turnover, and financial burden due to high turnover rates. First, identifying the reasons for employee retention can be difficult especially in large companies. There could be ample stipulation regarding the reasons for turnover however, until the true reasons are identified, the problem can not be resolved. There are many employers in the medical field who believe pay is the biggest reason for turnover yet many don't offer basic perks. A "survey from 110 healthcare organizations--finds that 42% of health care organizations offer total reward strategies, such as retirement plans and vacation, compared to 70% of other industries" (news-medical.net). It is old news for all of us in the medical field, retention is a big problem. Many employees feel overworked and under rewarded in the medical field and this is a huge problem when there are other organizations where nurses, billing clerks, and even physical therapists can find jobs. For example, nurses and billing clerks can easily find a job at a big insurance company, especially if they have prior experience at a clinic or other medical...
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...leaders of the organization, governance and other stakeholders, then put into statement form and communicated to the employees as a kind of compass. Where organizations have well-communicated and understood mission and vision statements, there is also better performance (Carpenter, Bauer, & Erdogan, 2009). The mission statement is the organization’s reason for being and usually includes the values of the organization. Values sum up the beliefs that they are invested in. The vision statement declares what the organization wants to become based on the mission. From the vision statement the business strategy is determined which helps to bring into focus those actions that will help accomplish desired outcomes (Carpenter et al.) If the organization’s leaders and governance also portray behaviors that support the mission it will aid in the employees morale and desire to be a part of the organization. This will then help in the retention or the staff. Studies have shown that when the leaders adhere to the mission and behave as such, employees feel more support and security (Schyve, M.D., 2009). Having a strong mission at your organization can help make it clear to employees what’s expected and what their options are if something isn’t right. “Lead by example and live your mission,” says Rakowski. (Barajas, 2014).And CEO Don MacPherson believes that where a company’s values are known and understood, there is more engagement which leads to greater employee retention("2013 TINYpulse...
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...Nursing theory is a guide that has been set in place in order for nurses to look upon when it comes to daily healthcare decisions. It was stated by Cody (2003), that “one learns to practice nursing by studying nursing theories” (pg. 226). This statement can be applied to the problems of nursing leadership, problem solving and decision making. Cody (2003), also states that “nursing practice will be transformed to the betterment of humankind when all nursing practice is fully autonomous and guided predominantly by nursing theory” (pg. 230). For many years nursing practice has found its foundations from nursing theories. Understanding how nursing knowledge within healthcare organizations influence patient and organizational outcomes are discussed in the middle range theory of nursing intellectual capital (Covell, 2008). Intellectual capital is defined as the combination of collective knowledge of individuals and structures in an organization or society. The theory consists of two concepts of nursing which includes human capital and nursing structural capital. According to (Covell & Sidani, 2013) “Intellectual capital theory defines human capital as the knowledge, talents and experience of employees. Human capital resides within the employee and is loaned to the organization by the employee. It leaves the organization when the employee separates from the organization”. For nursing, structural capital is the structural resources that contain nursing knowledge and are used to...
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...The ongoing nursing crisis presents a significant threat to the U.S. healthcare system, impacting the quality of patient care and the effectiveness of its operations. Previous studies have highlighted the impact of workplace culture and pay disparities in influencing nurse retention and burnout. Studies show that up to 57 percent of recently employed nurses leave their positions within two years, and at least 17.5% leave within the first year. This paper outlines some key performance indicators (KPIs) to evaluate the efficacy of interventions to enhance workplace culture and augment financial incentives for nurses. This analysis outlines proposed solutions that can help alleviate the current nursing crisis. The selected KPIs will reflect the...
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... INTROUDUCTION My proposal for this research is to figure out how a hospital can offer healthcare at a reasonable cost without compromising service and the safety of patients. In today’s healthcare market with so many competitors and the cost of healthcare it is important for a hospital to embrace organizational change with the trends in healthcare. The cost of staffing the best talent can be a difficult one along with retaining your staff but not comprising services or needs of their patients. Human capital can come at a high cost. Especially if you want to be top in your market. BODY The focus will be attracting talent, offering a competitive benefits package and retention of such talent. This is one of the most important things to any hospital to keep their overhead down but stay competitive in their market. How can a hospital attract top talent retain at the same time and keep the cost down? With the amount of competitors available it is a race to locate the best employees that you can acquire. Human Resources have become a major component in this field because of the role that they play in assisting managers and directors with their employment needs. After doing some research I found and article that was wrote about a medical center faced with the exact challenges. Jupiter Medical Center (JMC) was faced with the ongoing issues of recruitment and retention of employees and the huge cost that came with it. Between the cost of contract labor and recruitment...
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...field of healthcare, training and education is warranted because drastic changes occur frequently and healthcare professionals must stay current on the latest technology, medical procedures, SOPs, etc. Training help professionals advance their skills to help those correct deficiencies they may be struggling with. For organizations, training is one of the best, if not the best, solutions to ensuring that employees as well as managers have what they need to succeed in the field of healthcare. Many of us need to understand clearly what training entails. The fundamental objective of training is the elimination or improvement of performance problems. Every organization experience incompetence within their employees, which is why effectively tracking and evaluating employees’ routinely is critical. Every aspect of the healthcare field require extensive training because whenever you are dealing with people directly, one must possess communication skills, knowing how to interact and provide the best customer service as possible because patients come to healthcare facilities and their expectations are extremely high in receiving the best care. Organizations encounter many training sessions that are not effective, but in order for an employee to receive adequate training, the training program must have clearly stated and realistic goals. “All employees want to be valuable and remain competitive in the labor market at all times. This can only be achieved through employee training...
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...Formal Paper Heather Shuping Theoretical and Professional Foundations in Nursing Assessment/Background In the time that I have spent in the clinical setting during my nursing education, I have noticed several problems that concerned me. One of the main concerns I have seen in the hospital setting is staff turnover among the nursing profession. The turnover can ultimately lead to temporary problems like understaffing. Thankfully though, I believe this problem is amendable with proper intervention to facilitate a change toward staff retention. So why is staff turnover a problem in the nursing profession? First and foremost, this is not a unifactoral issue. In fact, staff turnover is the byproduct of multiple job related factors and stressors in the nursing profession. For instance, job-related stress plays a major factor in decreasing one’s job satisfaction. Stress in nursing usually occurs when one perceives that his or her resources are exceeded in a given situation (Esther, et al., 2005). Typical factors that can promote stress in a nurse are high job demands and excessive work hours. With these factors, the nurse may continually feel overworked, while also feeling like they are working “all the time.” Other factors that could cause stress are having little control over your work environment or having limited supportive relationships in the workplace. As we all realize, at least some sense of control and peer support are necessary to promote feelings of job satisfaction...
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... SuccessFactors Healthcare Executive Summary Nursing turnover is a major issue impacting the performance and profitability of healthcare organizations. Healthcare organizations require a stable, highly trained and fully engaged nursing staff to provide effective levels of patient care. The financial cost of losing a single nurse has been calculated to equal about twice the nurse’s annual salaryi. The average hospital is estimated to lose about $300,000 per year for each percentage increase in annual nurse turnoverii. Losing these critical employees negatively impacts the bottom line of healthcare organizations in a variety of ways including: Decreased quality of patient care Increased contingent staff costs Increased staffing costs Loss of patients Increased nurse and medical staff turnover Increased accident and absenteeism rates The primary causes of nurse turnover can be analyzed by I) understanding why nurses choose to work for an organization and ensuring this ‘employee value proposition’ is met; and II) identifying things that occur after nurses are hired that lead them to quit even though their initial job expectations were met. I. Primary factors that influence nurses’ choice of employers are work schedules, career development opportunities, and commuting distanceiii. However the relative importance of these factors varies widely across nurses. There is no “one size fits all” ideal job design and healthcare organizations that wish to maximize...
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...| Wal-Mart Employee Retention | What can be change? | 5/3/2013 Contents Abstract 2 Introduction 2 Factors that make employees leave and organization 3 Factors that can retain employees within an organization 4 Wal-Mart 4 Strategies to help with Retention 6 Conclusion 7 References 8 Abstract Employees are valuable assets and retaining employees can be challenging and is a critical issue. Employee retention is a very important part of any organization. There are many problems that cause the turnover rate in the Wal-Mart organization to be very high. This document will show the different factors that cause the turnover and why they leave to seek other employment. It will also provide methods that will improve and lessen the high levels of turnover in this organization. By improving the retention of the organization, in turn it will obtain the employee satisfaction, increase performance, productivity, and quality of work and increase the brand recognition. Introduction Employee retention is a major issue within many organizations that the human resources have to deal with on a daily basis. It is both beneficial to the organization as well as the employee. “Employee retention refers to the various policies and practices which let the employees stick to an organization for a longer period of time.” (Management Study Guide) Many organizations invest time and money to train employees. Whenever an employee decides to leave an organization...
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...1.0 Recruitment & Retention Plan Recruitment refers to the process of attracting, screening and selecting qualified people for a position within an organization (Sheryl & Amy, 2012). According to the case study, the major issue is the difficulty in attracting new employees. To be more specific, Hospital ABC found that there are still vacancies in critical areas that have yet to be filled up. Even with extended block, the Hospital will have difficulty attracting good employees as there are many other private hospitals competing for the same pool of talent. These hospitals are not afraid to pay above average market rates to secure these employees. Organizations within the healthcare industry are competing for qualified applicants to safeguard future growth. As such, there is a need for organizations to analyze the existing market competition for talent and create the corresponding responses in terms of competitive reward packages. The recruitment policies of the competitors also affect the recruitment function of the organizations. To face the competition, many organizations have to change their recruitment policies according to the policies being followed by the other competitors. The recruitment policy of an organization states the objectives of recruitment and provides a structure for implementation of recruitment program. Of primary importance is to ensure the organization’s recruitment plan is reaching out to the right talent pool in filling open roles. At the same time...
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...Introduction Background As the debate for healthcare reform continues one big issue that weighs in the mind of every hospital Chief Executive Officer and medical staff is will there be sufficient physicians available to care for the aging population and the 31,000 newly insured if universal healthcare becomes available (Stanley, 2009). Healthcare human resource executives are also faced with the challenge as business strategist to work out a plan with their hospital to recruit and retain talented physicians. In 2006, the Association of American Medical Colleges (AAMC) requested an increase of 30 for U.S. medical school enrollment and for growth within Graduate Medical Education (GME) positions. Even a request of such measure would not solve the problem with physician shortage. Assistance from international countries like Canada with a surplus of physician is welcomed; however as a country we cannot depend on other national to resolve United States physician shortage. It is predicted that we will have a “shortage of 85,000 to 200,000 physicians in 2020 unless action is taken soon to increase the number from 25,000 physicians who graduate from United States medical schools annually. Also “shortage of physicians in rural areas will present an even greater challenge than for metropolitan areas, as fewer and fewer physicians” entering the medical profession is choosing a rural location for their practice. (Stanley, 2009) Problem Statement Physician supply is decreasing at...
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...UNLV Theses/Dissertations/Professional Papers/Capstones 5-1-2007 Manager retention and the Steamboat Ski Resort Michael D. Gumbiner University of Nevada, Las Vegas Follow this and additional works at: http://digitalscholarship.unlv.edu/thesesdissertations Part of the Hospitality Administration and Management Commons, and the Work, Economy and Organizations Commons Repository Citation Gumbiner, Michael D., "Manager retention and the Steamboat Ski Resort" (2007). UNLV Theses/Dissertations/Professional Papers/ Capstones. Paper 481. This Professional Paper is brought to you for free and open access by Digital Scholarship@UNLV. It has been accepted for inclusion in UNLV Theses/ Dissertations/Professional Papers/Capstones by an authorized administrator of Digital Scholarship@UNLV. For more information, please contact marianne.buehler@unlv.edu. MANAGER RETENTION AND THE STEAMBOAT SKI RESORT by Michael D. Gumbiner Bachelor of Arts California State University Fullerton 1987 A professional paper submitted in partial fulfillment of the requirements for the Master of Hospitality Administration William F. Harrah College of Hotel Administration Graduate College University of Nevada, Las Vegas May 2007 1 PART ONE Introduction The material for this paper centers on the Steamboat Ski Resort Corp. The ski resort was chosen for this study because of its need for a management retention plan. Steamboat was ranked as a top 10 international ski resort in North America...
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