Providing safe, effective, patient-centered care that is timely, efficient and equitable to the organization is important to the organization’s stability. To ensure providing care of that nature requires highly motivated and engaged employee. Employees that are engaged demonstrate better advocacy for their patients, are considered promoters for their organization, and are typically individuals that can be counted on to step up to be preceptors, mentors and subject- matter experts, or unit leaders. The financial stability and sustainability of healthcare organizations is very much contingent upon an organizations ability to successfully engage their employees to drive clinical improvements, thus the relationship between employee engagement and the organization are paramount to success and organizational development (Stromgren, Eriksson, Bergman, & Dellve, 2015). D2. Current Tools This organization uses many of the current employee satisfaction tools including Press- Ganey Employee Engagement Surveys and the well-known Great Places to work survey, to name a couple. Both of these tools are in the form of surveys that provide organizations with information regarding employee engagement. The Press Ganey Employee Engagement Survey provides insight and awareness of employee engagement, accountability and trust. Similarly, the Great Places to Work survey measures an employee’s level of trust in their leaders and the pride that one takes in their jobs as well as the camaraderie of their co-workers. The data received
PRINCIPLES OF ORGANIZATIONAL MANAGEMENT 8 proves to be adequate to determine employee engagement and opportunities for improvement. Each of the reports are shared with the leaders with the individual department breakdown along with the tools to interpret the report. Leaders are then expected to review, analyze and share the information with their staff to allow low scoring areas an opportunity to improve. From these reports and breakdowns action plans are developed to improve the low scoring metrics raising them to the expected standards of the organization. Similarly, high scoring departments have an opportunity to celebrate their successes and provide lessons learned and what methods or practices are working well to score as high as what they did. E. Improving Employee Engagement The goal of this measure is to improve employee engagement by encouraging participation in a Unit specific shared governance to improve the following areas: staff retention, staff empowerment, and patient satisfaction/perception. Participation in a shared governance promotes staff accountability and responsibility in the decision making which then results in a direct impact on the clinical nurse practice. When staff are involved in the decision making there is increased likelihood that they will take ownership and accountability for their actions. The strategies for promoting a shared governance include an emphasize on accountability, use of teleconferencing, promotion of multidisciplinary participation and being focused on the task.
You've reached the end of your free preview.
Want to read all 11 pages?
- Winter '18
- Management, Health care provider, Better