was one of the worst healthcare systems in patient satisfaction nationwide. This made Northrop wonder what was really going on. Northrop knew that these poor numbers would not cut it for physicians or board members who monitored these standards. She assigned Kevin Pickett, her new management fellow, to help examine the unit-level patient satisfaction rates to learn more from the new satisfaction surveys. After looking deeper into the satisfaction data, one area stood out in particular, MHS employee attitudes were rated very poorly, and was the cause of low levels of patient satisfaction. After lotsof research, poor employee attitudes suggested there were problems throughout MHS that were acontributing factor to negative attitudes from employees. Despite fairly low turnover rates at MHS, employees were not pleased with MHS as a place to work. Overall, Northrop gained a sense from survey scores that employees perceived MHS was a “good” place to work because of location, benefits, and the fact they secure about not losing their job due to layoffs. The scores indicated that MHS was far from a great place to work. The survey shows low marks in focus on people, caring about employee development and the likelihood of recommending MHS as a place to work. The results showed some variation by department, but the results had been comparatively balanced over the past five years. Northrop said to Pickett, “MHS certainly seems to have some work to do to improve employee satisfaction, and this has been the case for some time. It’s time for us to start paying attention” (McAlearney & Kovner 328).
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Cope 4Case MThe Baldridge program is one option Northrop, Pickett, and Robinson considered on how to improve employee satisfaction because it was the root behind the extremely low patient satisfaction rate. Northrop was familiar with the Baldridge Performance Excellence Program which tries to help organizations across the board improve in three focus areas: “help organizations achieve best-in-class levels or performance, identify and recognize role-model organizations, and identify and share best management practices, principles, and strategies” (McAlearney & Kovner 329). Knowing that CEO, Northrop, is familiar with this program is a pro because she knows what the criteria is and can help MHS improve their relationships between physicians, doctors, nurses, and management. This is the first step in trying to improve employee satisfaction because staff needs to feel included and important in the decision-making process pertaining to changes in the health system at Mammoth. As described on the website of
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