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The Public University Hospitals in Ghana - Research Paper Example

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The paper "The Public University Hospitals in Ghana" discusses that the employees are demotivated due to poor salary schemes. In addition, there exist no clear mechanisms to identify and reward productive employees and no communication has been made to the employees…
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The Public University Hospitals in Ghana
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?Management College: Critical Analysis of Client Care Practices, Innovation and Pathways for Rewarding Healthy and Productive Behaviour among Senior and Junior Staff of the Public University Hospitals in Ghana Abstract The duty of a human resource manager is to ensure that all the employees are satisfied to ensure that labour resource is optimally utilized. The aim of this research survey is to investigate the how the effective the Public university hospitals in Ghana have achieved worker motivation, which is critical if quality client service is to be achieved. The study takes advantage of the merits of both qualitative and quantitative studies to come up with a research based conclusion. This will assist to recommend possible improvement strategies which will energize the employees to achieve the organizational target. Introduction In modern organizations, worker motivation is an issue of significant concern to the human resource managers due to its close association with employee satisfaction. Consequently, global research has considerably paid attention to employee satisfaction strategies in different organizations (Aizcorbe, Moylan & Robbins, 2009: Arthur, 2000). The reason why worker motivation has garnered a lot of interest is because research has proven that satisfied workers are productive workers (Braganza, Awazu, & Desouza, 2009). Since employees form the labour resources in a business environment, there is need to seek optimal utilization of their skills and knowledge towards the development of organizational goals (Borzaga & Tortia, 2006). Different organizations adopt different employee reward strategies but the common objective is to align the employees to the business goals and objectives (Carl & Patton, 2001). In the health sector, employee satisfaction is important due to the great sacrifice that this sector requires given the existing shortage of working personnel in this sector (Damanpour, 1991: Hong Lu, While, & Barriball, 2005). Hence, rewarding productive staff, both junior and senior, would significantly increase their contribution to client service. The aim of this research is to investigate the staff reward strategies that Ghana university hospitals have employed to maintain a high morale among their staff. Both qualitative and quantitative surveys will be conducted to examine for this research to come up with research based conclusions and recommendations. Problem statement Lack of effective employee reward schemes in organizations limits the utilization of the labour resource in a business (Commongood Careers, 2008). Poorly motivated employees work for money and have their goals misaligned with the organizational goals. The shortage of medical personnel in the health sector requires that the few be optimally utilized to increase ensure that service delivery is efficient (Greene, 2009 : Gruneberg, 2001). Therefore, there is a need to employ innovative and dynamic motivational strategies in the health sector in order to ensure that employees drive both short term and long term goals of the organization to a success (Heskett, Sasser, & Schesinger, 1997). In Ghana, the ration of the patients to doctor ratio is high and hence efficient services can only be achieved if the employees are adequately motivated. The essence of this research paper is to evaluate the policies that have been put forward in Ghana University hospitals, and to provide recommendations to improve these policies. Objectives Main objectives To evaluate the innovation and pathways that public university hospitals of Ghana employ to reward healthy and productive behavior among senior and junior staff. Specific objectives To examine the different criteria used to assess the productivity of a staff in Ghana university Hospitals. To examine the staff-reward mechanism that is used to reward productive employees in these hospitals. To examine the degree of employee satisfaction that has been achieved in these public hospitals. To establish the quality of service that has been achieved from the employees’ productivity. To come up with viable recommendations that can be used to improve employee motivation in the public university hospitals in Ghana. Literature review Employee satisfaction is one of the areas that have garnered a lot of research in the medical sector worldwide (Launderweerd, & Boumans, 1998: Kinicki, 2002). Apart from management of finances and time, labour force has attracted a lot of attention due to the scarcity of this resource in most public hospitals. According to The American Association of Critical-care Nurses (AACCN), lack of employee motivation results in medical errors, poor service delivery, stress and conflict among health professionals. AACCN recognized the scarcity of nurses in the health sector and recommended that employee loyalty must be attained through innovative motivation schemes (Lincoln, & Kallerberg, 1990). In Africa, various researches have been conducted to measure the effectiveness of health professionals in public hospitals (Mathieu & Zajac, 1990). Although it has been a challenge for researchers to quantize the effectiveness of employee motivation programs, many of them have used the employee satisfaction as the best way to measure effectiveness of these programs (McGregor, 2006: Manso, 2009). In Africa, research has proved that employee dissatisfaction has affected the employees’ morale leading to ineffective service delivery. For instance, strikes are rampant especially in public hospitals leading to death of patients in these countries. In Ghana, doctors in the public health sector have expressed dissatisfaction through industrial action in various occasions. In March, 2013, Ghana Medical Association (GMA) launched a nationwide strike to coerce the Fair wages and Salary commission to take prompt action to increase their salaries and other welfare (Abugre, 2011). In another incident, the Chairman of GMA claimed that there is a need to provide higher salaries for medical personnel who work in rural areas to motivate them to work in these harsh conditions (O'Reilly, Chatman, & Caldwell, 1999). Although little research has been conducted to analyse the motivation schemes in Ghana, it is clear that poor motivation of health professionals is an issue of concern in Ghana. Methodology For this study, the study population was the public university hospitals in Ghana; the sample population was selected to include two tertiary level medical institutions: The Konfo Anokye Training medical hospital affiliated with Kwame Nkrumah University and the University of Cape Coast medical hospital. In this study, quantitative survey will be conducted by designing closed ended questionnaires and issuing them to the sample population; the designed questionnaires were issued to the human resource managers of the sampled hospitals. Qualitative analysis was employed through oral interviews of 50 medical staffs chosen randomly with the aim of investigating their satisfaction with employee motivation plans of the institutions (Tsui, Peacre, Porter, & Tripoli, 1997: Timmerman, 2009). The following criteria were used to evaluate the promotion plans of these institutions. The promotion plan Employee satisfaction Salary scales Salary satisfaction Period before promotion Promotion schemes Overtime payment Overtime Job-on-leave payment Working when on leave Other benefits Other issues In the data processing stage, the percentage and mean of employees who were satisfied or dissatisfied with the employee reward schemes were computed. Percentage of satisfied employees = The remuneration schemes were compared with the international standards to come up with a critical view of the salary paid in Public university hospitals in Ghana. A critical approach was used to assess the degree of innovation employed in rewarding productive employees. Findings/ Results The results of this survey indicate that less than average employees were satisfied with their salaries. In Cape Coast Hospital, 40% were satisfied with their salaries, 39% percent were dissatisfied while the rest had no opinion. In Komfo Anokye, only 38% were satisfied, 40% were dissatisfied while the rest did not have a say about their welfare. In both institutions, the employees admitted to work for extra money during the overtime, while they indicated a negative attitude towards working during their leave even during instances of emergency. Although most employees indicated satisfaction with employee promotion schemes, 70% in Cape Coast Hospital and 68% in Komfo Anokye indicated did not understand the criteria for promotion. Other benefits that were common in both institutions include lunch and morning tea. The response of both the employees and the questionnaire respondents indicated suppressed innovation and pathways of rewarding employees in the health sector. Conclusion The Findings of this study point out that the employees are demotivated due to poor salary schemes. In addition, there exists no clear mechanisms to identify and reward productive employees and no communication has been made to the employees. In addition, the employees are not motivated to work during their live periods since there is little payment during this period. In this view, the employee morale is down and the strikes associated with public university hospitals have a direct linkage with poor motivation programs (Skarzynski, & Gibson, 2008: Shen et al, 2009: Timmerman, 2009). This research points out that the health sector has demonstrated little innovation in building pathways for recognizing productive employee. The impact that this has is that the employees have no much loyalty for these organizations and hence their service delivery is poor (Stood & Tellis, 2009.). Recommendations There is a need for public university hospitals to design and communicate to the employees the criteria for reward or promotion. This will ensure that only dedicated employees are recognized to ensure transparency and fairness (Mobley, 2000: Rucci, Kirn, & Quinn, 2008). This will tap the labour force efficiently in order to achieve high profits which in turn will enable them to pay the employee satisfying salaries. It would be recommendable to integrate innovation in reward programs in order to maintain the employee morale high during their service delivery (Silvestro, 2002: Spector, 1997). For instance, the public university hospitals should award special talents such as surgery with the privilege of visiting international surgery forums to enhance their expertise (The Brookings Institution, 2002). Innovative and efficient pathways will energize the employees to remain active in their service delivery, which in turn will add customer value in Public university hospitals in Ghana. Appendix 1: Questionnaire Respondent Date___________ NAME :____________________ POSITION :____________________ 1. What are the salary schemes in your Institution? Job position Salary Range 2. What is the remuneration plan for overtime work? 3. What is the remuneration plan for employees who work during their leave period? 4. What other benefits does the Hospital provide for their employees? 5. What criteria are used to award promotion in your health institution? 6. How long does an average employee take before they get a promotion? 7. Has your institution included innovative strategies and pathways to reward productive employees? If Yes, How? References Abugre, J.B. (2011). Perceived Satisfaction in Sustained Outcomes of Employee Communication in Ghanaian Organizations, Journal of Management Policy and Practice vol. 12(7), 37-49. Aizcorbe, A., Moylan, C., Robbins, C., (2009). Toward better measurement of innovation and intangibles, BEA Briefing (Bureau of Economic Analysis) January 2009. Arthur, J. (2000). Effects of human resources systems on manufacturing performance and turnover. Academy of Management Journal , 37, 670-687. Borzaga, C., & Tortia, E. (2006). Worker Motivations, Job Satisfaction, and Loyalty in Public and Non - Profit Social Services. Nonprofit and Voluntary Sector Quaterly , 35 (2), 225-248. Braganza, L., Awazu, K., and Desouza, M. (2009). Sustaining Innovation is Challenger for Incumbents”, Research Technology Management, pg 46-56 Carl, J., and Patton, G., (2001). The Job Satisfaction - Job Performance Relationship: A Qualitative and Quantitative Review . American Psychological Association , 127 (3), 376-407. Chiumento, W., (2007). Happiness at Work Index Research Report 2007. Commongood Careers, (2008). Rethinking Benefits for Nonprofit Employees. Damanpour, F., (1991). Organizational Innovation: A Meta-Analysis of Effects of Determinants and Moderators. Academy of Management Journal 34(3), 555-590. Driscoll, M., & Randall, D. (1999). Perceived Organizational Support, Satisfaction with Rewards and Employee Job Involvement and Organizational Commitment. International Association of Applied Psychology , 48 (2), 197-209. Grinstein, A., 2008. The effect of market orientation and its components on innovation Consequences: A meta-analysis. Journal of the Academy of Marketing Science 36, 166-173. Greene, K., (2009). Making a Difference. The Wall Street Journal. < http://online.wsj.com/article/SB10001424052970203803904574429350090039932.html> Gruneberg, M. (2001). Job Satisfaction - A Reader. London: Macmillan Press. Herzberg, F. M. (2000). The Motivation to Work. New York: Wiley. Heskett, J., Sasser, W., and Schesinger, L. (1997). The service profit chain: How leading companies link profit and growth to loyalty, satisfaction, and value. New York : Free Press . Hong Lu, While, E., & Barriball, L. (2005). Job Satisfaction among nurses: a review of Literature. International Journal of Nursing Studies , 42, 211-227. Kim, W., and Mauorgne, R., (1997). The Strategic Logic of High Growth, Harvard Business Review. Kinicki, A. and Kreitner, R. (2007). Organizational Behaviour. New York: McGraw-Hill,. Kinicki, J., McKee-Ryan, J., Schriesheim, A., & Carson, K. P. (2002). Assessing the Construct validity of the Job Descriptive Index: A review and meta-analysis. Journal of Applied Psychology, 87(1), 14–32. Launderweerd, J., & Boumans, N. (1998). Work satisfaction and feelings of health and stress in three psychiatric departments . International Journal of Nursing Studies , 25 (1), 225-234. Lincoln, J., & Kallerberg, A. (1990). Culture, control and commitment: A study of work organization and work attitudes in the United States and Japan. New York: Cambridge University Press. Mathieu, J. and Zajac, D. (1990). A review and meta-analysis of the antecedents, correlates and consequences of organizational commitment, Psychological Bulletin, Vol. 108 No. 2. pp. 171-94. Mobley, W., (2000). Intermediate linkages in the relationship between job satisfaction and Employee turnover. Journal of Applied Psychology, 62 (2), 237-245. Manso, G., (2009). Pay-For-Performance Compensation Limits Innovation; InformationWeek, May 8, 2009. McGregor, J., (2006). Take Courage, Imagination, and Mix for Innovation, The Weekend Australian Financial Review, June 9-12 2006, pg 46. O'Reilly, C., Chatman, J., and Caldwell, D. (1999). People and organizational culture: A profile comparison approach to assessing person - organization fit. Academy of Management Journal , 34 (1), 487-516. Price, J. (1997). Handbook of organizational measurement. Bradford, UK: MCB University Press. Rucci, A., Kirn, S., and Quinn, R. (2008). The employee customer profit chain at Sears. Harvard Business Review, 83-97. Rust, Zahorik, A., and Keiningham, T. (1995). Return on quality (ROQ): making service quality financially accountable. Journal of Marketing, 59 (1), 58-70. Ryan, C., (1996). Attitudes and Effectiveness: Examining Relationships at an organizational level. Personnel Psychology, 70 (1), 853-882. Silvestro, R. (2002). Dispelling the modern Myth: Employee satisfaction and loyalty drive Service profitability. International Journal of Operations and Production Management, 22 (1), 30-49. Smith, P. C., Kendall, L. M., & Hulin, C. L. (2000). The measurement of satisfaction in work and retirement. Chicago: Rand McNally. Spector, P. (1997). Job Satisfaction: Application, Assessment, Causes and the Consequences. London: Sage Publications. Schlegelmilch, B., Diamantopolous A., Kreuz P., (2003). Strategic Innovation: the construct, its drivers and its strategic outcomes, Journal of Strategic Marketing, 11 (2): 117-132. Shen, H., Wang, L., Qiang, X., Li, Y., Xunfeng, L., (2009). Toward a Framework of Innovation Management in Logistics Firms: A Systems Perspective”, Systems Research and Behavioural Science, 2009, pg 297-309). Skarzynski, P., Gibson, R., (2008). Innovation To The Core. Havard: Harvard Business Press. Stood, A. and Tellis, G., (2009). Innovation Does Pay Off – If You Measure Correctly, Research Technology Management, The Brookings Institution, (2002). Winning the Talent War: New Brookings Survey Finds the Non-profit Sector Has the Most Dedicated Workforce. Timmerman, J., (2009). A Systematic Approach for Making Innovation a Core Competency, The Journal for Quality and Participation, January 2009, pg 4-10. Tsui, A., Peacre, J., Porter, L., & Tripoli, A. (1997). Alternative approaches to the employee - Organization relationship: Does investment in the employees’ pay off? Academy of Management Journal, 40, 1089-1121. Read More
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