Mersey NHS: Grievance Process Analysis - Assignment Example

Mersey NHS: Grievance Process Analysis Prepared for the Chief Executive Officer November 3, 2006 Executive Summary 3 Introduction 4 Aim and Objectives 4 Outline of Key Concerns 5 Analysis Outline 5 Literature Review 6 Reliability and Commitment 7 Values and Goals 7 Diversity 8 Analysis of Findings 8 Is the process committed and reliable 8 Is the process fostering open communication 9 Does the process have valid goals 9 Does the process enhance or hinder language and cultural diversity 9 Conclusion 10 Recommendations 10 References 13 Executive Summary Mersey NHS has not maintained an updated grievance process. This analysis looks at the grievance process documents provided by Mersey NHS Board of Trustees. The qualitative analysis is based on current strategic management theories. The qualitative analysis examines Process Management as it pertains to the grievance document and procedure: Commitment and reliability; Communication; Goals; Language and Diversity. The findings are that the grievance process must be updated to incorporate an organisational commitment to goals, resolution, and diversity with the ultimate strategy facilitates better communication and commitment to our employees. Introduction Peter Drucker (1974) shows that management responsibilities lend to the definition of purpose, the insurance of productive and satisfactory work, and the responsible impact of the organisation. The research objective correlates with the desire and aim of management to develop productive and satisfactory procedures for improving service quality. The goal system of an organisation is based on the aspirations that drive the current practices, and the complex hierarchy of interconnected goals is defined by the desires and aims supported by other aims (Eden and Ackerman 1998). Aim and Objectives The aim of this research is to critically evaluate the grievance and disciplinary process to ensure that it is a viable and strategic management resource for understanding employee, management and organisation relationships (Davenport 1995). The outline of objectives is based on the following literature review. The literature review was used to first develop a framework for consistent theories in strategic management. Therefore, the objectives are approached from a human interaction standpoint and not a political, legal or implied quantitative position. The rational planning school defines the objective in advance by determining the current strategic position, and then using a prescriptive approach that exemplifies the strategic analysis, development and implementation (Lynch 2000). This is a strong foundation of the research proposal as the perspective approach is a systematic method that follows in sequence (Lynch 2000). This is used as a cyclic approach to a series of rationales instead of being sequential, and is most often seen in organisations where environment and strategy are constantly analysed (Lynch 2000). To find information regarding accounting management practices, qualitative data will be collected. This allows for an evaluation of the results to be made on the empirical views and new information to be gathered in a timely and inexpensive manner where other methods are based on information that is already in existence. Examining the components of the grievance process will collect qualitative data. Collection of information will be from theoretical management review and the relationship to Mersey Care NHS Trust grievance and disciplinary procedure. Outline of Key Concerns In the socially motivated health care industry, strategic management must look beyond functionality and towards a support system for innovation, developing core competencies and knowledge based communication. Breaking from the traditional mindset to incorporate a strategic plan that is focused on encouraging an employees knowledge-based value often includes training, reward systems, and encouragement (Harrison and Enz p45 2005). The grievance policy must deal with the process of the grievance and response as well as the people and their behaviours and perceptions. Analysis Outline 1) Process Management a) Is the process committed and reliable b) Is the process fostering open communication c) Does the process have valid goals d) Does the process enhance or hinder language and cultural diversity Literature Review Process management, in the strategic sense, means that there is a lifecycle involved of organisation, direction, and control (Elzinga, Horak and Lee 1995). The process is the application of these components to the wider aspects of the organisation, and therefore should be in sync with the ultimate mission of the organisation. The concept of Business Process Management is "a structured approach to analyse and continually improve fundamental activities" (Zairi et al. 1995). The grievance process therefore should have a system of approach that analyses the issue and seeks to foster continuous improvement. This includes aligning the process itself with the strategic goals, corporate cultures, with a specific architecture that is measurable and educational to those involved (Harmon 2004). To encompass values and ideals into strategic management, the organisation should chart the strategy beginning with the current process (Pearce and Robinson 2004). Strategic management therefore must look at the short-term and long-term goals by including employee development and declaring an objective of developing highly skilled and flexible employees and, thus, providing steady employment for a reduced number of workers (Pearce and Robinson p 137 2003). Reliability and Commitment The idea that process management should have a structured approach lends to the concept of reliability and commitment (Rummler 2004). If the process itself is neither reliable nor committed to the organisation goals, the organisation can not expect the employees and stakeholders to be reliable and committed, or to even use the process (Rummler 2004). Commitment and reliability of an organisation can be identified as the level the organisation's of belief and acceptance of goals and the willingness of the organisation to maintain an effort towards the process (Mowday et. al 1979). This includes the organisation's desire to focus on improvement, and act in accordance with their goals, values, and doctrines such as a mission statement. Values and Goals Comprehension of the values and principles that are measured to drive improvement in the organisation's goals are a key institution of an employee's perception of trust towards the organisation (Chenhall and Langfield-Smith 2003). To that effect, if an employee does not understand the measurements, then the employee will not trust the organisation goals and in turn will not strive towards improvement (Davenport 1993). A proactive declaration anticipates the needs of employees and their expectations through resolution satisfaction, loyalty and commitments. It is therefore recommended that a process be "acceptable, flexible, measurable over time, motivating, suitable, understandable, and achievable" (Pearce and Robinson p 138 2003). Diversity Previous research indicates that " Language diversity and the necessity of communicating across language boundaries have almost naturally fostered a desire to learn the languages of one's neighbours, the languages of the playground and/or the languages of the market place" (Djite 2006). Rajan and Harris (p 22 2003) found that diversity can increase employee motivation and foster growth in the business while developing innovation from new ideas that come from having a diverse make up of employees. A diversity management process fosters "More responsive business cultures" and allows for "new initiatives seek to shift management attitudes from being inward looking to outward looking, from backward looking to forward looking" (Rajan and Harris p 22 2003). Therefore, a formal procedure must show diversity management strategies in the language and towards acting as a responsive and responsible business culture. Analysis of Findings Is the process committed and reliable Mersey's grievance process offers a three-stage 'formal' grievance process and a two-stage 'informal' grievance process. Both processes are equivocal and state direct contact methods. They do not deviate from the process or send readers in loops. The process also shows that Mersey is committed to a resolution by offering further stages of grievance if the issue is not resolved. However, the grievance procedure documents states under "POLICY" that "This is not a policy" but does not offer further information. This can be seen as unreliable, as there is no explanation. The statement leaves several open-ended questions for the reader/interpreter. Is the process fostering open communication The Mersey grievance process states that it seeks to support "Openness and shared decision making." This is a good and forward-looking statement that fosters open communication. The documented grievance process also states protection under the 'Whistle-Blowing Policy,' which protects the aggrieved from retribution. Mersey also offers anonymity for the complainant. Both of these statements do foster an open communication strategy. There is not, however, a strong statement that supports open communication for the complainant without fear of retribution from staff or the facility. Although it is understandable that Mersey does not accept anonymous grievances, there is not a formal contact for employees who may want information prior to filing a grievance, such as an employee hotline or anonymous counselling service. Does the process have valid goals The Mersey grievance process does not state goals beyond 'a philosophy of open communication.' It does not give valid timeframes for responses or strategic resolutions to grievances. Importantly, the grievance process does not have any resolution or solution for the aggrieved to look forward too. Does the process enhance or hinder language and cultural diversity The Mersey grievance process does not make a statement towards cultural diversity. Where this may be commonplace within the organisation's other commitments, it is important that the aggrieved people know they will not be judged by any gender, ethnic or physical means. By not stating this, Mersey is not communicating well with employees. Furthermore, Mersey's grievance process does not offer translation assistance by printing the grievance process in different languages or by offering a person to person translator (if available). It can be stated, therefore, that the process does not foster diversity and by the exclusion of a diversity management strategy, may become a hindrance to employees who want that extra amount of reassurance. Conclusion In conclusion, the examination of Mersey's grievance procedure against very standard management strategies shows that the process is severely lacking in many categories. Most disturbing is the lack of time-specific goals and diversity support. These are not qualities that foster an open communication between the board and employees. Only one category, as 'committed and reliable' was without multiple flaws. The most striking is the lack of diversity support and management, at least in the case of the grievance procedure. Mersey must examine what is being done and what we, as an organisation committed to openness and communication, can do better for the employees. The following recommendations seek to improve and develop our grievance process. Recommendations 1. Remove duality in statements. "Policy: This is not a Policy" should be followed by an explanation of what it is. This will remove confusion. 2. Make a forward statement to protect those who file or inquire about grievance matters. This should be a strong statement that supports open communication without fear of retribution directly on the grievance procedure document, not in another policy or procedure. 3. Mersey must tell employees that we are there for them. Setting up a place for employees to gather anonymous information can do this. An anonymous support and counselling service modelled after the Omnibus would be a good place to start. 4. Process and strategy are useless without time frames and specific goal markers. Mersey needs to give employees times for responses. This shows that they are valued, and that Mersey is committed. Mersey needs to adhere to these time frames to show that they are reliable. 5. Define 'markers' for resolution and solution. This can include simple statements regarding the process for resolution: "Mersey will investigate within XX time with the resolution leaning towards mediation (or, other appropriate comments)." 6. Language diversity is becoming very important. It is highly recommended that Mersey offer this in at least three languages, first by knowing our employees well enough to understand what three native languages are most common. It would also be in Mersey's best interest to offer a translator service when possible, or at least state that we will attempt to offer a translator service. 7. The grievance process must make a statement towards non-discrimination or decision bias towards gender, ethnic or racial heritage, religious orientation, or physical disability. This will show employees that we are committed to being fair and diverse in our dealings with employees. References Chenhall, Robert H. Langfield-Smith, Kim Performance Measurement And Reward Systems, Trust, And Strategic Change. Journal Of Management Accounting Research; 2003, Vol. 15, P117-143, 27p. Davenport, T.H. (1993) Process Innovation. Reengineering Work Through Information Technology Harvard Business School Press, Boston (MA), 1993. Davenport, T.H. (1995) "The Fad That Forgot People," Fast Company (1:1), November 1995 P 70. Vol 1:1 Djite, Paulin. (2006) Shifts In Linguistic Identities In A Global World. Language Problems And Language Planning Vol 30:1, Pp 1-20. Drucker, P.F. (1973) Management: Tasks, Responsibilities, And Practices. Copyright 1993 London: Harper & Row Eden, C. And Ackerman, F. (1998) The Journey Of Strategic Management, London: Sage Publications Ltd. Elzinga, D.J., Horak, T., Lee, C.-Y., And Bruner, C. (1995) Business Process Management: Survey And Methodology. IEEE Transactions On Engineering Management Vol 42:2 1995, Pp 119 - 128. Harmon, P. (2004) Evaluating An Organisation's Business Process Maturity. Business Process Trends Vol 2:3. Harrison, Jeffrey And Enz, Cathy A. (2005) Hospitality Strategic Management, 1e John Wiley & Sons, Inc. NY NY. Lynch, R. (2000) Corporate Strategy, Harlow, Essex: Pearson Education Limited. Mowday, R., Steers, R., & Porter, L. (1979). The Measurement Of Organizational Commitment. Journal Of Vocational Behaviour Vol. 14, Pp 224-227. Pearce, Jack And Robinson, Richard (2004) Strategic Management: Formulation, Implementation, And Control, 9e. 6e The Mcgraw-Hill Companies EAST PATCHOGUE, NY, U.S.A Rajan, Amin And Harris, Sharon (2003) The Measure Of Success. Personnel Today; 9/16/2003, P22-22, 1p, 1 Diagram, 1 Graph Rummler, G. (2004) The Continuing Business Management Revolution. Business Process Management Conference, DCI, San Francisco, CA, 2004. Zairi, M., And Sinclair, D. (1995) Business Process Re-Engineering And Process Management. Business Process Re-Engineering & Management Journal Vol 1:1 1995, Pp 8 - 30. Read More