Northeast Health Center

Abstract

This report reviews the impact new supervision has on employee morale and the loss of personnel at the Northeast Health Center. It identifies three primary contributors to the current problems being experienced by Northeast as employee morale, supervision, and management. The report concludes that management is the cause of the current employee discontent at Northeast and offers three solutions. The preferred solution is that a management review process be put into place providing a structured mentor and guidance program to new supervision personnel.

Introduction

During the past five months the clerical department has experienced a loss of staff personnel and has exhibited a noticeable change in morale. During the last two weeks I have researched the problem using outside sources on employee morale and conducted interviews with doctors, nurses, paraprofessionals, and current and past clerical staff. The major areas of concern are morale, supervision, and management. A recommendation is included and follows the analysis section of this memo.

Analysis

Employee Morale

Ð'„X Interviews with staff personnel have indicated that the change in supervision style and lack of operational knowledge has impacted not only the daily operations of the clerical staff, but also the environment of teamwork among everyone. These interviews have resulted in the following findings:

1. Prior to the arrival of the new clerical supervisor, the staff in the clerical department had on average five years of service. The team was also noted as being the most efficient of any center. Since the arrival of the new supervisor, employee morale has gone down and the department has lost four of its employees to transfers out of the department.

2. It was quite common for staff members to miss their lunch breaks in order to get a patient finished and back to work. The team was very productive and always made sure the patients came first. The positive attitude they once had appears to have been lost. The clerical staff now feels that somebody is always looking over their shoulder and counting the minutes they are away from their desks.

3. The interactions and strong team spirit that was once present among all staff members made it difficult to identify who the supervisor was. All levels of management respected their opinions and abilities as well. The clerical staff under the new supervision is no longer allowed to talk at the desk or fraternize with the patients. Additional comments from the staff indicate there is also a lack of respect coming from the new supervisor.

4. The two extended breaks that occurred in the morning and afternoon are now limited to only fifteen minutes each. Although the extended breaks averaged fifty minutes in total, management knew they were used to unwind and make up for lunches the staff usually missed often. Management accepted and felt allowing the extended breaks was a good trade off in maintaining the positive work environment that existed with the staff. The new management directive eliminating this practice has had a negative impact on employee morale and the work environment.

A once close knit group with very low employee turnover, the clerical department has experienced a 44% reduction in staffing over the past four months. In addition, changes abruptly made to the once accepted practices of extended breaks and interactions with staff and patients have contributed to the current working environment. Although employee morale has declined and the cohesiveness of the "team" appears to be diminishing because of an inexperienced and uninformed supervisor, it is my opinion that this is a symptom and not the real cause of the problem the clerical department is experiencing.

Supervision

Discussions held with current and past clerical personnel regarding differences between the current and past supervision style has resulted in the following findings.

1. The previous supervisor was one of the best-liked people in the center and her knowledge of the centers operations earned her respect. In contrast, the new supervisor does not appear to be liked by the staff and has no knowledge of the centers operations.

2. The previous supervisor was very good at relating with others and had a special skill for getting things done through others. She knew just the right technique to use on each person. The current supervision does not appear to posses these skills and is said to have a dictatorial style of supervision style.

3. Past supervision had provided excellent training that resulted in the staff needing little direct supervision. The current supervision it appears has the staff feeling like their every action is being monitored and if they make one step outside of the new guidelines they will be reprimanded.

Although another key issue is the current supervision style and technique, this is a symptom and not the real cause of the problem. The new supervisor is inexperienced and was not provided with an adequate orientation, mentoring period, or advised on how to best run the department. This supervisor was left to figure out how to best run the clerical department on her own with no management assistance guiding her at all. This has resulted in the existing employee morale issues, and staff transfers out of the clerical department.

Management

During interviews with Eldridge Coleman, Barb Fisher, and Louise Nichols, the following management issues were identified:

1. Eldridge Coleman depended upon Barb Fisher to ensure performance evaluations were completed on schedule, files are up to date, and generally to do his work for him.

2. The personnel file of Louise Nichols was not reviewed prior to her coming on board to insure a compatible relationship with the existing clerical staff. There was also no direct discussion with Louise ever conducted regarding information contained within her personnel file.

3. Management provided no orientation to Louise Nichols upon her arrival to the clerical department. There were no discussions regarding the operations of the department nor the team orientated environment that existed.

4. After five months on the job, a probationary performance review was never conducted. An assumption was made by management that all was going well.

5. Over the last four months four employees have transferred out of the clerical department without management questioning the reasons why.

In summary, the findings reflect a lack management attention on both personnel