The ways of “managing” employees have been taking a transformation for some time now, many theories on how to use strategies for managing employees and companies have been developed and been emerging since the early 1900’s.

The ways of “managing” employees have been taking a transformation for some time now, many theories on how to use strategies for managing employees and companies have been developed and been emerging since the early 1900’s. One of the early theories known is the Scientific management theory. This theory is described as a theory which has built a foundation on having a disconnect between management and employees, as well as stating that humans are motivated by money. The harder the employees work the more money the company makes, this brought a dissatisfaction to the employees and a feeling of unappreciation of their skills (GCU, n.d.).

If most hospitals applied the scientific management theory to departments, some areas of inefficiency would be, we would be treated more like machines and numbers, rather than the personal relationships we have now with our management teams. Currently in health care we are continuously asked to do more and more task and documentation with no financial compensation. Employee work hours change to benefit the company, especially to compensate for the nursing/staff shortages. Hospitals may cut back on specialty teams to avoid extra cost for the organizations, for example, PICC teams and wound care teams, they are doing away with staff that have a specialized skill due to cost.

The one participative decision making that exist in my workplace would have to be the yearly employee satisfaction survey that we take. This has been a method to voice our opinions on many topics and issues around the hospital, from different disciplinary departments. This has brought some positive changes in areas we are most dissatisfied with. Health care organizations are increasingly responding to quality, cost and safety pressures by implementing bundles of high-performance work practices (HPWP) designed to improve both worker commitment and health care outcomes. HPWP that integrate front line workers in health care, with opportunities for participative decision making can positively influence job satisfaction and perceived quality of care (Chuang, Morgan, & Konrad, n.d.).

References:

GCU. (n.d.). Theories and Concepts in Leadership and Management. Retrieved from   https://lc-ugrad3.gcu.edu/learningPlatform/user/users.html

Chuang, E., Dill, J., Morgan, J., & Konrad, T. (n.d). A Configurational Approach to the Relationship between High-Performance Work Practices and Frontline Health Care Worker Outcomes. Health Services Research, 47(4), 1460-1481. Retrieved from http://eds.b.ebscohost.com.lopes.idm.oclc.org/eds/pdfviewer