Employee Recognition and Reward Program
HRMG 5000 Human Resource Management
I believe that a robust employee recognition program can/will increase employee satisfaction and increase the organization’s customer service rating. In the past, employees were recognized according to their section leadership. Some were recognized and others were not. Since the implementation of the group wide recognition program, I believe the employees are happier. I will verify this through an electronically administered survey, observing the customer service trends, and comparing the rate of recognition now versus recognition prior to program implementation. Reviews of the training expectations (make the experience, do it with style, and go above and beyond) will be conducted to ensure their compliance.
The 375th Medical Group (MDG) “Your Medical Home for Healthcare” initiated a new employee recognition program in 2011. They implemented the program while achieving; in 2011 the 375 MDG received NCQA Recognition as Patient Centered Medical Home. In 2010 & 2011 it was named AMC Best Patient Safety Program of the Year. In 2010 it was named as AMC Best Clinic of the Year, awarded 3 year Accreditation by AAAHC, and rated excellent by Health Services Inspection. So, in order to determine if the program was successful we must first look at the background of the MDG. (Saunders, 2012) The medical group is proud to provide many services and consists of different programs as well. “The 375 MDG supports the 375th Air Mobility Wing and 31 tenant units in the global reach mission by providing, expanding, and deploying medical capability for contingency tasking. The 375 MDG trains healthcare professionals annually through four specialty training programs and sustains the readiness skills of more than 476 active duty and Air Reserve Component personnel. Additionally, the 375 MDG provides health services for more than 26,000 beneficiaries. The 375 MDG is accredited by the Accreditation Association for Ambulatory Health Care, American Dental Association, and College of American Pathologists and has affiliations with the American Hospital Association, and American Medical Association.” (375th Medical Group, 2012)
This organization was formally a hospital with emergency and inpatient services. Today the 375 MDG is a clinic with outpatient services only. With commanders coming and going every two years, all the quantum changes were taking their toll on the staff that remained behind. This was primarily your civilian staff in the world of the military. (Saunders, 2012) Method
The commander1 had arrived right after an exhausting inspection, which granted the MDG a 3 year accreditation (no inspections for 3 more years). Everyone could breathe easier knowing that the inspection was done. But, wait the commander1 saw things that could be improved. She formed groups and committees. Changed/rearranged meeting names, dates and times. The new commander1 left no stone over looked except staff happiness when it came to changing the organization. The commander1 should have used Lewin’s 3 step change model. The change process would have made the change go smoother. Lewin’s Planned Change Model 3 step process is as follows: step 1) Unfreezing, prepare for the change. This is the most critical and hardest step. Step 2) Movement, implement the change. This is the easiest step. Step 3) Refreezing, reinforce the change. This step is the second most important and difficult step. This may have kept the staff from being so upset with the many changes from above without any real information about the organizations direction from the commander1 herself. A leadership survey was conducted; it identified commander1 visibility and lack of organization direction as key areas of focus. In October 2011, commander1 made some changes so that she was more visible and...
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