Employee Engagement and Training in Health Sector
The key drivers of employee engagement as the result of the appropriate alignment of human resource practices are job characteristics, role clarity and fit, coworker and management relations, leadership, and perceptions of fairness (Bagyo, 2014).
High-performing organizations have healthy and engaged employees. Their work environments are designed to enable the development and utilization of the “people capacity” required for success (Lowe 2010). Critically important in this regard is a culture that values employees, leadership commitment to the organization’s people-development goals and support systems that enable people to excel in their jobs (Lowe 2010). We also are learning more about the positive relationship between staff satisfaction and patient satisfaction, echoing private sector research showing strong correlations between employee engagement scores and customer experiences (Harmon and Behson 2007; Heskett et al., 2008).
Previous studies indicate several determinants of employee performance for example, Bagyo (2013) found out that employee engagement and leadership greatly influence employee performance. Lutwama (2011) contend that there is a significant positive relationship between performance appraisal and employee performance of health workers. Similarly, Elnaga and Imran (2013) established that training is one of the vital human resource management practices that positively affect the quality of the workers knowledge and skills and this results in higher employee performance on job.
Recent studies in healthcare indicate that managers can improve patient care experiences by improving employee satisfaction and retention (Collins et al. 2008; Michie and West 2004; Rondeau and Wagar 2006; Sikorska-Simmons 2006). Research conducted in England’s National Health Service documents how hospitals with higher levels of staff engagement provide higher-quality services and have better financial performance (West et al., 2011).
To support this new direction in evidence-based human resource
practices, Ontario Hospital Association (OHA) has recently created the Quality
Healthcare Workplace Model (Figure 1), which outlines how health system
performance depends on a capable workforce in healthy and productive
workplaces. The OHA’s model suggests that the quality of the work environment
for staff and physicians is a key determinant of a high-performing healthcare
organization and by integrating healthy workplace, human resources, quality and
patient safety goals within a performance-focused framework, the model offers a
useful guide to research and practice. (Lowe, 2012)
Figure 1. Ontario Hospital Association Quality Healthcare Workplace Model. Outlines how health system performance depends on a capable workforce in healthy and productive workplaces.
Source: Ontario Hospital Association
Furthermore, Training, participation in decision-making, opportunities for development, and communication were positively related to quality of care and safety via work engagement. The strength of the relationships was conditional on whether an employee was a nurse or administrative support worker (Shantz, Alfes, and Arevshatian, 2016). Training is also relevant in a healthcare context because it is necessary to keep the workforce up to date on medical advancements and new technologies (e.g. Eaton, 2000)
In-depth discussions with doctors suggest that while
salary is important, it is career development priorities that are keeping
doctors in urban centers. Short-term service in rural areas would be more
appealing if it were linked to special mentoring and/or training, and led to
career advancement (Snow
et al., 2011).
List of References;
Bagyo, Y., 2014. Leadership style in
improving performance through engagement. IOSR Journal of Business and
Management (IOSR-JBM) e-ISSN, pp.40-49.
Elnaga,
A. and Imran, A., 2013. The effect of training on employee performance. European
journal of Business and Management, 5(4), pp.137-147.
Lowe, G., 2012. How employee
engagement matters for hospital performance. Healthcare quarterly, 15(2),
pp.29-39.
Scotti, D.J. and Harmon, J., 2014.
Linkages between organization climate and work outcomes: Perceptual differences
among health service professionals as a function of customer contact
intensity. Journal of Health and Human Services Administration,
pp.417-459.
SENDAWULA, K. and KIMULI, S.N.,
2019. Training, Employee Engagement And Employee Performance: Evidence From
Makerere University, Kampala, Uganda. International Journal of Social
Sciences Management and Entrepreneurship (IJSSME), 3(1).
Sendawula, K., Nakyejwe Kimuli, S.,
Bananuka, J. and Najjemba Muganga, G., 2018. Training, employee engagement and
employee performance: Evidence from Uganda’s health sector. Cogent
Business & Management, 5(1), p.1470891.
Shantz, A., Alfes, K. and
Arevshatian, L., 2016. HRM in healthcare: The role of work engagement. Personnel
Review.
Snow, R.C., Asabir, K., Mutumba, M.,
Koomson, E., Gyan, K., Dzodzomenyo, M., Kruk, M. and Kwansah, J., 2011. Key
factors leading to reduced recruitment and retention of health professionals in
remote areas of Ghana: a qualitative study and proposed policy solutions. Human
resources for health, 9(1), pp.1-11.
Agreed. Employee engagement is a psychological condition expressed when employees closely associated with work and organization physically, cognitively and emotionally. William Kahn (1990) defines employees are harnessing themselves their self into the roles they play to achieve the goals. They associate their self into the role performance that underlines the researchers’ view as effort (Hackman, and Oldham, 1980), involvement (Lawler and Hall, 1970), mindfulness and intrinsic motivation
ReplyDeleteThanks. However, the notion of employee engagement is a relatively new one, one that has been heavily marketed by human resource (HR) consulting firms that offer advice on how it can be created and leveraged. Academic researchers are now slowly joining the fray, and both parties are saddled with competing and inconsistent interpretations of the meaning of the construct (Macey and Schneider, 2008).
DeleteTotally agreed with the argument. Sendawula et al (2018), engagement of employees with high performance has direct relationship with the training provided to the employees in the health industry. Zahoor & Universitesi(2020), there is a positive relationship between training & development and employee performance & motivation specially in healthcare industry. According to health organization(2013), in 21st century, health professionals prepared by training facilitating.
ReplyDeleteRelatedly, engagement may be a consequence of both environmental conditions and dispositional characteristics and their interaction. Not all investments in job design
Deleteand/or the training and performance management of leaders in organizations with
the goal of improving engagement levels will be productive for all employees (Macey and Schneider, 2008).
Health care is one of the most influential factors of every human bean. The patient and employees asked more than ever about a healthy niche organization's environment. Despite the conflict in the workplace or out of the workplace, it increases employee and patient stress. Use conflict management is an essential factor for the health care industry (Haraway and Haraway, 2005).
ReplyDeleteYes Amila. Managing conflict in the workplace is a time-consuming but necessary task for the physician leader. Conflicts may exist between physicians, between physicians and staff, and between the staff or the health care team and the patient or patient's family. The conflicts may range from disagreements to major controversies that may lead to litigation or violence. Conflicts have an adverse effect on productivity, morale, and patient care. They may result in high employee turnover and certainly limit staff contributions and impede efficiency (Ramsay, 2001).
DeleteYes agreed with you. Health care sector became a most discussed in past two years. Lowe G (2012) said when employee engagement increased in healthcare sector, employees maintained good relationship with patients and its cost effective too.
ReplyDeleteThanks. Ramsay (2001) argued that the dysfunctional physician presents an insidious cost to any practice or health care organization. He or she increases the stress in the work environment and the accompanying loss of efficiency. In a stressful workplace, such as the operating room with a berating physician, morale and team spirit suffer, which results in an increased turnover of staff and a dysfunctional team.
DeleteWhile I agree with your argument, low engagement of employees at any organization leads to employee turnover. When the global economy improves, employees who are dissatisfied with their current situation will look for jobs elsewhere (Gupta-Sunderji, M., 2004). If an employee stays, this is referred to as retention; if an employee leaves, this is referred to as turnover (Walker.,2001).
ReplyDeleteYes Sampath, Manesh Gupta (2017) argued "that there is a need to have clarity on the contribution of the engagement construct to the field of human resource development (HRD) and examine the significance of engaging employees...".
DeleteAgreed. Ahmed et al,2015 states that employee training can significantly enhance post-training employee engagement. Therefore, it is important that employees are given training and development opportunities by the organization.
ReplyDeleteYes Shanil. So, what are healthcare organizations to do? First, senior leadership should articulate a clear vision to all employees. Second, organizations should conduct employee engagement surveys and act on them. Third, management should be trained how to foster growth, trust, and healthy relationships with employees. Finally, management must show employees they are valued as contributors to foster a true sense of empowerment (Jerry Stone, 2017).
DeleteAgreed. For most people working in the health and social care industry, the common
ReplyDeletereasons for using an engagement method or technique is to obtain information, to consult on a preferred option or change, or to encourage participation (Vizzuso, 2015).
Thanks Iresha. However, a well-motivated healthcare workforce is key to meeting the continuous and changing demand of healthcare services (Buchan, 2000). However, where healthcare employees are demotivated, their performance at work deteriorates. This consequently affects the quality of healthcare that is provided – often it is less effective and less efficient (Kasenga and Hurtig, 2014).
DeleteAgreed the points you have discussed further, the systematic process through which firms provide development and improve the quality of new and existing people is known as training. Individual, group, and organizational training is defined as a method of learning and development that improves the performance of individuals, groups, and organizations (Khawaja & Nadeem., 2013). According to Manju and Suresh, training is utilized to improve the technical abilities of employees in order to improve the quality of an organization's goods and services in the face of tough competition (Nda and Fard, 2013).
ReplyDeleteYes Menupa. Furthermore, a study conducted in Mali by Dieleman et al (2006), which focuses on motivation and performance management of healthcare workers, found that the majority of respondents were highly appreciative of training opportunities provided by their employers.
DeleteVery well said Khalid,
ReplyDeleteaccording to (Robinson et al., 2004) an employee who is engaged towards work will always have a positive mindset about work and other colleagues which in return would improve his performance of the organisation.
Thanks Diyanada. However, healthcare employee motivation is a key concept when attempting to achieve an efficient, effective and good quality healthcare delivery. Because healthcare delivery is highly labour intensive, it must be acknowledged that human resources are extremely critical in the drive for healthcare organizations to deliver on their organizational goals. The organizational factors that were identified as having a great effect on healthcare employee motivation can be divided into financial and non-financial factors (Afolabi and Fernando, 2018).
DeleteAgreed. Majority of Health sector employees come from different backgrounds and have different levels and quality of training. Looked at from a social capital perspective, the direct impact of training may be as much in the strengthening of networks and information flows as in the acquisition of individual competencies or improving productivity (John F. Helliwell,2001)
ReplyDeleteYes Nilmini. According to participants in eleven of the studies (Joshua-Amadi, 2002; Dieleman et al, 2003; Joshua-Amadi, 2003, Agyepong et al, 2004; Manongi et al, 2006; Mathauer and Imhoff, 2006; Chandler et al, 2009; Ibeziako et al, 2013; Marinucci et al, 2013; Chimwaza et al, 2014; Purohit and Bandyopadhyay, 2014) in-service training and career progression development programmes are very important motivating factors to healthcare professionals because they equip employees with the knowledge to perform their duties optimally, which in turn boosts self-esteem.
DeleteThere are ethical issues around selecting ‘appropriate’, and by implication rejecting ‘inappropriate’, candidates for employment. Many organizations seek to employ people who will ‘fit in’ with their organization's culture (French et al, 2008)
ReplyDeleteYes Nilmini. There are plenty of “grey areas” in recruiting. Conversely, there are plenty of areas that are NOT so grey. The difference between right and wrong is as stark as the difference between black and white. However, individual recruiters prefer to rationalize their decisions and their actions. They sacrifice quite a bit at the “Altar of Big Billings” (Deutsch, 2019).
DeleteYes. Jerry Stone (2017) argues that unfortunately, leaders often confuse employee engagement with employee appreciation or staff satisfaction. However, this is setting the bar too low. A satisfied employee may show up to work on time, do the minimum amount of work required, and be somewhat satisfied. However, true engagement is much different. True employee engagement is the emotional commitment employees have to the company and its goals. When employees are truly engaged, they care, they give discretionary effort and go the extra mile.
ReplyDelete