Staff Motivation at Sharp HealthCare - Case Study Example

Staff Motivation at Sharp HealthCare What are the key factors in Sharp’s successful approach to motivation? From the facts that were presented in the case, it was evident that there have been several key factors in Sharp’s successful approach to motivation, as categorized herewith: (1) the adoption and effective implementation of the six pillars of excellence; (2) adherence to five model behaviors with explicitly stipulated scripts; (3) maintaining a no-secrets culture and an open line communication; (4) holding of quarterly employee forums which were designed for the purpose of sharing “important updates and information and recognize and celebrate the work of Sharp employees” [Bur12]; (5) re-recruitment of current employees; (6) conducting regular employee opinion survey; and finally, (7) undertaking workforce engagement and development program [Bur12]. These key factors were deemed instrumental in increasing productivity, job satisfaction, performance, and apparently results in lower employee turnover and loyalty to the organization. It was also emphasized that among the three pillars, three were instrumental in motivating its people: Quality, Service, and People [Bur12]. Upon closer evaluation, these pillars of excellence focus on relevant facets that were deemed instrumental in ensuring that the services they provide would satisfy the most relevant stakeholders of the organization: its clientele and its employees. As emphasized, through these key factors, Sharp HealthCare has already been recognized by several award-giving organizations that include recognizing the organization as one of the best places to work and through reportedly winning the “Malcolm Baldrige National Quality Award” [Bur12]. Accordingly, “the Malcolm Baldrige National Quality Award (MBNQA) is presented annually by the President of the United States to organizations that demonstrate quality and performance excellence” [Amend1]. Likewise, the financial success reflected in generating billions of dollars annually attests to the effective motivational approach that has been consistently implemented throughout the organization. 2. Do you see any weaknesses in the Sharp approach? From the accolades and the success that has been reported and generated from the Sharp approach, there appears to be no apparent weaknesses. Upon closer examination, however, one is convinced that to be able to implement and sustain the Sharp approach, there is much preparation in terms of manpower and funds, as well as competencies of people in enforcing the approach. As such, one believes that these factors and courses of action entail significant amount of resources, both in funds and in human resource skills and talents, to be able to gain the earmarked outcome. It was specifically noted, for example that “Sharp’s ‘People’ pillar of excellence is supported with a systematic workforce engagement and development program” [Bur12]. Thus, there is a constant need for training and development, especially among leaders of the organization. Aside from that, there was a mention of the Sharp University which is the sole source of education, training, and skills development for the organization’s leaders. Thus, to run an educational institution that would be used to support and sustain continuous professional training and development requires a lot of funds and a lot of talent on a continuing basis. Although the Sharp approach seems to be a sure formula to motivate its people and to be successful as a health care organization, its implementation seems to be a long and tedious process that requires the participation and collaboration of all stakeholders. It likewise presupposes the existence of an organizational culture that is based on the ideals and principles earmarked in the six pillars of excellence; in conjunction with the genuine goal of serving the health requirements of its millions of clientele. Thus, these are considered more as continued challenges to support and sustain the Sharp approach. 3. Can the Sharp approach be replicated in other health care organizations? What are some important barriers and facilitators to using the Sharp approach? The Sharp approach can also be replicated in other health care organizations provided that they have the support and resources needed to undertake the identified endeavors. For instance, to be able to apply and adopt the six pillars of excellence, other health care organizations should manifest and exemplify the same depth and genuine commitment to adhere to these ideals. In addition, leaders and management should have the competencies, qualifications and skills set that are needed to emulate the Sharp approach. As emphasized, leaders are also encouraged to pursue continued development through the Leadership Development for Managers annually. Other health care organizations should have a source for professional education if they do not have a university, like Sharp, to provide the continued learning, as stipulated. Thus, it takes a lot of work, commitment, and dedication to replicate the Sharp approach; in conjunction with the much needed financial and human resources support. Thus, the barriers to using the Sharp approach could be seen in terms of funds, talents and competencies of leaders and managers, and an organizational culture that is continually supportive of people empowerment, motivation, and pursuit for personal and professional growth. There should be an unwavering commitment and dedication to the six pillars of excellence by the senior management and owners of any health care organization who wishes to replicate the Sharp approach. The facilitators to using the Sharp approach are the vision and organizational goal to generate potential rewards in terms of higher productivity, job performance, high morale, and financial success for the organization which aims to emulate the model. Also, support from management and leaders of the health care organization who genuinely believe that the approach truly works would be significantly instrumental in paving the way for its implementation in their health care setting. Finally, the ultimate goal of contributing to the wellbeing of varied clients with health concerns should be a strong facilitator in emulating and replicating the Sharp approach. References Bur12: , (Burns, Bradley, & Weiner, 2012, p. 114), Bur12: , (Burns, Bradley, & Weiner, 2012), Amend1: , (American Society for Quality, n.d., p. 1), Bur12: , (Burns, Bradley, & Weiner, 2012, p. 115), Read More