The institution is one of the finest pediatric cancer hospices in the United States, and is renowned globally for its revolutionary research (Favuzza, 2018). The organization endeavors to attract and retain a motivated and highly skilled workforce that strives to improve the health outcomes for its patients. Favuzza (2018) observes that its employees are well-connected with the hospital’s mission besides taking pride in offering personalized care for their patients. For eight successive years, St Jude has been ranked among the “100 Best Companies to Work For” (Favuzza, 2018). The paper examines the organization’s corporate culture which contributes to its admirable public image.
Description of the Organization that Make it an Ideal Workplace
St Jude is an excellent place of work because the organization builds a sense of purpose and employee fulfillment. According to Favuzza (2018) , deliberate measures are in place to ensure that every work assignment is connected to the overall mission of the organization. In fostering an effective organizational culture, St Jude Children’s hospital appreciates the fact that it is imperative for its personnel to feel attached to the vision of the organization. Whereas most companies have officially developed a mission statement, there is limited understanding about how such proclamations influence employees (Bartlett & Francis-Smythe, 2016). They note that most organizations make a mistake of assuming that everyone cares about the mission without helping them internalize it. Favuzza (2018) suggests that the basis for delivering high-quality and patient-centric care at St Jude is having a workforce that is fulfilled in their work. The facility has achieved this by aligning its employees with its core values and mission. Through a buy-in into the mission by the hospital’s top management, employees are convinced that their passion and efforts are appreciated across the board (Favuzza, 2018).
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The work/ life balance at St Jude Children’s hospital make the organization an employer of choice in the country (Favuzza, 2018). Because of the rapidly evolving nature of the global economy, striking a balance between personal and professional life is increasingly becoming a challenge for organizations around the world (Nikpour, 2017). Nonetheless, there are approaches that institutions can adopt to support employees to lead a productive life inside and outside of their careers. At St Jude Children’s hospital, this involves urging personnel to constructively utilize their leave days and providing services that make it simpler to exploit opportunities both at work and at home (Favuzza, 2018). Such amenities include free dry cleaning services and massage therapy sessions. Research shows that a healthy work-life balance not only can it improve employee wellbeing but also enhance productivity and performance (Nikpour, 2017).
Identified Cultural Benchmarks and Systems
Rewards and Recognition Programs
The culture at St Jude encourages teamwork and collaboration; hence the reward system majorly focusses on recognizing collective effort. Favuzza (2018) observes that the organization has used a bonus system that rewards teams for their high performance. Although St Jude is limited in other supplementary benefits, the institution has made a conscious effort to implement programs that motivate its employees. Favuzza (2018) asserts that the organization has found innovative, low-cost strategies to reward workers such as providing on-campus free food. However, some employees have claimed that the organization should seek more purposeful reward systems that are add more value to their recognition experience. Noble organizations constantly reexamine their techniques of rewarding staff to ensure that they meet the needs of their workforce and the market ( Dineen & Allen, 2016).
Workforce Diversity
In the contemporary global market, cultural diversity is fundamental in crafting innovative ideas, discerning local markets and attracting new talent ( Dineen & Allen, 2016) . Since the institution became operational, diversity and integration have remained central components of the establishment’s culture. Nikpour (2017) defines integration as the consolidation of different constituents into a cohesive system. Integration is the foundation of success for St. Jude as it focusses on equality and inclusion. An analysis of the organization reveals that it is doing its utmost to be culturally competent by creating a culture where all employees are respected and valued for their distinctiveness and individual qualities (Favuzza, 2018).
Rationale as to why Recognition Systems and Workforce Diversity help Define an Ideal Workplace
Over the years, employee recognition is an effective strategy used by companies to reward excellent performance (Dineen & Allen, 2016). Presently, given the nature of competition for top talent in the market, how organizations appreciate their employees continues to be essential than ever. In almost all organizations, employees have the right to know that they are appreciated and valued both personally and professionally (Bartlett & Francis-Smythe, 2016). In addition, recognition is an impressive public relations strategy. Being perceived as an employer of choice among several similar organizations through attractive reward systems provides a competitive edge that will not only attract new talent but also retain their top performers.
According to Dineen and Allen (2016), it is generally observed that diverse teams are more creative and effective in executing new ideas. Creativity necessitates people to go beyond their regular paradigms of functioning, using diverse viewpoints to generate new ideas and distinctive deductions. As Nikpour (2017) acknowledges, organizations that focus on diversity have an increased likelihood of attracting high quality talent that is the basis for refining customer onboarding processes and decision making.
Conclusion
Building a desirable workplace is perceived differently in every organization. However, the central concept in all such entities is to establish a place of work where employees and other stakeholders feel supported and valued. The organizational culture at St Jude Children’s hospital demonstrates an understanding of the essence of work-life balance. Given that the organization’s top hierarchy actively involves all employees in steering towards a common direction under its mission, St Jude continues to cement its place as an attractive place to work in.
References
Bartlett, D., & Francis-Smythe, J. (2016). Bridging the divide in work and organizational psychology: Evidence from practice. European Journal of Work and Organizational Psychology , 25 (5), 615-630.
Dineen, B. R., & Allen, D. G. (2016). Third party employment branding: Human capital inflows and outflows following “best places to work” certifications. Academy of Management Journal , 59 (1), 90-112.
Favuzza, A. (2018). Passion with Purpose: A Case Study of St. Jude Children’s Research Hospital. Interdisciplinary International Journal of the American Cancer Society 101, no. 1 (2004): 39-50.
Nikpour, A. (2017). The impact of organizational culture on organizational performance: The mediating role of employee’s organizational commitment. International Journal of Organizational Leadership , 6 , 65-72.
