We believe that a regular meeting time would open up channels of communication

We believe that a regular meeting time would open up

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employees to share concerns and solutions related to the operations of the unit. We believe that a regular meeting time would open up channels of communication and create mutual concern among the employees for the success of the group. Based on the content of the meeting that Barbara held with the GSU employees in the case, we believe that this type of forum would lead to a more structured framework of staff duties. We expect that a common goal and employee task awareness would spark the feelings of camaraderie and teamwork that Barbara desires for her unit.With the adoption of an open communication environment, we would also include a structured evaluation review process for employees. This review process would serve as a foundation for a formalized recognition and rewards system for high achieving employees. As the hospital is constrained by a lack of resources and employees because of the economic downturn and hiring freeze, it is important for management to recognize and reward the efforts of high-performance employees to build morale. A consequence of open communication, recognition, and rewards would lead to higher job satisfaction.We would like to take a few pointers from the Organizational Behavior professor Jeffrey Pfeffer as recommendations for solutions to Barbara's dilemma. Pfeffer mentions multiple times in his book What Were They Thinking?the damaging effects of “picking the employee’s
pockets.” To quote: “The problem is that a fixation on labor costs diverts management’s attention from other aspects of operations that might provide even more leverage” (Pfeffer 53).Based on his research and findings, the hospital should reconsider their methods of cost-cutting by having the employees bear the burden of an increased workload with lower pay and less incentives. Pfeffer also addresses the importance of allowing employees to contribute to the decisions regarding operations of the organization. His research finds that encouraging employees to participate is directly correlated with higher job satisfaction and engagement. Barbara’s idea of the off-site meeting is an example of an application of this philosophy. The final Pfeffer

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