At the hospital of interest, staff motivation is low; senior management is overworked, mostly reactive to detrimental situations rather than proactive. However, studies on medical staff motivation have alluded to the fact that, staff performance is pegged on productivity, competence, and responsiveness. Implementation of the strategies aimed at improving responsiveness, competence and productivity can be implemented at Macro and the micro levels.
The following are the macro indicators that should be put into to check to ensure that the hospital is operating at the optimum capacity and speed with the least challenges for the management and staff.
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Macro indicators
Policies and common practice of the local community
The administration through the hospital CEO or the relevant authorities should be able to know what the healthcare policy of that area means to the residents. Through the local authorities, it would be easier to solve supplier related issues and patient attendance issues to identify how they relate to the healthcare providing institutions.
Accountability mechanisms
The CEO should seek to delegate tasks and device ways of holding accountable the responsible departmental heads. It should be possible to identify precise problems for example with the procurement department to determine why the hospital is supplied with the basics erratically. To the extent that the CEO is still directly in charge including in charge of the worry that supplies might not come in time is a non-conformity. Instead, procurement in charge should be able to understand what exactly is happening and how to turn the situation around.
Communication and decision-making process
The hospital as compared to a big vessel is a complex organization with various departments and responsibilities; this way complex decisions are made continuously at various levels. For a smooth execution of activities, the decision-making process must be delegated to get it as close to the affected or the implementing unit as possible. Besides making decisions, the other critical aspect is how effective the decisions made gets communicated to the subordinates of the decision makers.
Micro indicators
Availability of supplies
Productivity, responsiveness, and competence are a direct result of how well and timely the staff gets the compatible supplies to their activities. The speed and reliability of which must be monitored, for the hospital to achieve this, there has to be a responsible individual or individuals tasked with the responsibility of overseeing the supplies and initiating corresponding actions.
Human resource management issues
The contact between an organization and its staff is usually through a proactive and approachable human resource unit. With an active human resource, it would be easy to establish and address issues surrounding employee demotivation. The process of determining the pertinent issues and resolving them is however not an event. Therefore, a fully-fledged unit must be formed to handle these problems on a continuous basis.
Quality control
The origin and end of every action taking place in the hospital must be documented, and the recorded procedures followed to the latter. For the staff members from CEO to the most junior stick to the set-out regulations and procedures, there has to be a designated officer responsible for ensuring that the laid down procedures are followed with an established degree of accuracy.
Reference
Griffin, D. (Ed.). (2011). Hospitals: What they are and how they work . Jones & Bartlett Learning.
