MGB214 - Management - Strategic Human Resource Management - Case Study Assessment Answer

MGB214 - Management - Strategic Human Resource Management - Case  Study Assessment Answer

Task:

Critically analyse the approach to human resource management adopted in the case organisation, and write a report recommending to management actions the organisation should take to transition to a strategic or transformational model of HRM.
The (fictional) case study Central Columbia Hospital is provided on Blackboard under Assessment 1.
Use HR and Strategic HR models and frameworks to:
a) Diagnose the current approach to human resource management in the case organisation;
b) Explain why the case organisation needs to move to a strategic model of HRM, using data and/or examples from the case study to provide supporting evidence;
c) Recommend how the case organisation can address the issues identified and move to a strategic/transformational model of HRM. You might also comment on the appropriateness of actions already proposed in the case study. Prioritise and justify (using research/literature) the actions management need to take to address the issues analysed.

Central Columbia Hospital: Overview - MGB214

Central Columbia Hospital was founded in 1889 as a nonprofit, community- based health care facility in north- eastern Pennsylvania. This 116-bed, acute care facility employs 963 employees and is nestled along the Susquehanna River's northern branch in Briar Creek. The facility provides general medical and surgical ser- vices to the surrounding community of approximately 70,000 people. The hospital is proud of its tradition of upholding its mission to these communities by providing comprehensive health care services in a compas- sionate, caring and cost-effective manner while maintaining the highest level of professional excellence. The hospital is in the process of a yearlong celebration commemorating its 125th anniversary by partnering with the community for free monthly health screenings, hosting a summer carnival on the hospital's grounds and reaching out to local elementary schools to provide free healthy lunches each week.

Dr. George Stiller has served as the hospital's board chair for the past six years and is an obstetrician/gy- necologist (OB/GYN) in the community. Stiller has lived and practiced in this community for more than 37 years and has delivered many employees of the hospital. He is known for being kind, gentle and truly caring, and can recall almost everyone in the hospital by his or her first name. Employees often seek Stiller's sympathetic ear to express concerns about everything from staff-to-patient ratios to the cafeteria food. Stiller takes a hands-on approach to his duties as chair and voiced strong concerns about the hospital's recent na- tional search for a new president and CEO. Stiller pushed to keep the search close to home and cautioned the board of potential consequences to hiring a noncommunity member into such a pivotal role. In the end, however, the board launched a national search that resulted in hiring Anita Green. Green previously served
as the chief operating officer for two community hospitals in Michigan and Indiana. Although Stiller plays quite a visible role in his position, the balance of the board members see their roles as ones of governance, not focusing on daily operations. As a matter of fact, most agree the day-to- day decision-making should be left in the capable hands of Green. Green knows that Stiller wanted to keep the president and CEO search at a local level. This created some tension between them when Green arrived to Central Columbia, and this tension still plays out occasionally during board meetings.

Green has been with Central Columbia Hospital for a little more than three years. When she joined the hospital, it was financially hemorrhaging from every service line. In the past three years, however, she and her  team have turned obstetrics, radiology, gastrointestinal, and out-patient laboratory and surgery into revenue- producing service lines. Green is still concerned about emergency services, general surgery, orthopedics and critical care services. She knows that staffing these services with competent and experienced staff is essen- tial to getting these areas to perform at the levels needed to make the hospital financially solvent.

Patient satisfaction has been on the rise, but it is still well below where Green and her team would like it to be. With an overall patient satisfaction rating of 78 percent, Green and her team know there is still a lot of work to do to reach a 90 percent satisfaction rate (a goal that is 5 percent above the national average), a tar- get she set shortly after she arrived at Central Columbia. Although many patients feel the care is competent, the hospital still lags in satisfaction regarding communication of medical care to patient and family members and timeliness of treatment. The executive team, including the newly appointed vice president of patient care services and chief nursing officer, Ann Romero, has suggested that these scores may reflect a delay by nurs-
ing staff to inform attending physicians of a patient's status. Others on Green's team are concerned that her patient satisfaction goal is too lofty too soon, and they feel it has caused stress and morale issues in several areas of the hospital.

Green set the 90 percent patient satisfaction rate goal as a result of a patient and employee satisfaction sur- vey conducted two years ago. Since then, the hospital has continued to participate in the survey process on an annual basis. These surveys have provided valuable data that have allowed Green and her team to establish several operational and patient care improvement initiatives. Green used the weeklong celebration of National Hospital Week in May to share the results with employees during her town hall talks. Green has used several occasions such as National Hospital Week to celebrate and educate employees on the impor- tant work they do and the reasons why it is necessary to continue to improve. Green has addressed several questions regarding the rumors of mergers during these meetings, and she is always candid about the real possibilities and the need for improvement.

Unit Learning Outcomes - MGB214

1. Demonstrate and apply knowledge of HRM strategies and functions
2. Develop technical and technological knowledge of HRM analytics
3. Evaluate effectiveness and contributions of HRM strategies and functions
4. Effective and professional oral communication of knowledge and ideas
5. Apply teamwork knowledge and skills for effective collaboration mirroring real world teamwork requirements

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