Case Study

Health Services Management II

Case Study The issue that is standing out with Hillcrest Memorial Hospital is the dramatic increase of employee turnover throughout the past year. According to the surveys given, there does not seem to be a problem with the pay and benefits for the employees, it is the dissatisfaction with job autonomy. Hillcrest operates under a traditional hierarchy structure which includes the more dictorial roles rather than the more participative roles of managers and employees. A traditional hierarchy is one that has relative little open communication between the different levels of employees, with those who are assigned to work within departments normally being assigned to jobs and told what to do without an ability to have input into policies and procedures (What Is a Traditional Organizational Structure, n.d., para 1). Hillcrest employees have limited freedom and are neither motivated nor empowered by managers. The managers also do not like empowering the employees because they feel they will run amok and the company will suffer. Upper management needs to start thinking seriously about motivating and empowering the employees of Hillcrest. If they do not, the business runs the risk of closure because we cannot keep employees or the right employees to run the business properly. We run the risk of poor customer service and negative impact on Hillcrest because of that poor service. Upper management needs to understand that the traditional hierarchy does not seem to be working and that not all motivational techniques will cost money. If management does not change, the high cost of continuous turnover will close this facility. Every time an employee leaves, Hillcrest incurs a cost in filling the open position, productivity is reduced because of non-productive time spent in talking about departures amongst the