Case Study of Cure Lanka Hospital
1. THE CASE
Operations manager of the Cure Lanka Hospital (CLH) K. P. John, stoop up after a long discussion with the HR Manager Dayan Randeni. “Well Dayan we will have to take this matter up seriously in the next management meeting, I need a solution, a permanent solution”. Dayan agreed with waving the head from left to right with thin smile drawn across the face.
It was the weekly operational review meeting of CLH; meeting was preceded by the CEO Samath Devadithi. He is an ex-Air force officer. At the beginning of the meeting John requested permission to table a serious issue. Mr. Deva, Kithsiri, the Maintenance in-charge, in not controlling the maintenance staff. He pets the people; people do not come to work as arranged for shifts. They take leave change shifts as they wish. When I call explanation from the guy, he protects the people. What I see is we are not getting the work done, and paying extra over time to the people. We need a solution to this problem.
Deva turned to the HR manager, and looked at him. Dayan started, “Well Deva, I and John had a chat on this issue. People are not complying with the new working arrangements. They are used to the relax working pattern of the previous management. They are practicing the same thing. However, this maintenance guy was recruited overriding my decision, and as per my opinion, he does not fit to the role. “Why do you say that Dayan?” asked the CEO. “It’s my gut feeling Deva, I know that”. I gained that out of the three interviews we had him during his selection process”.
Nursing in-charge raised his voice. Mr. Deva, I also have the same problem in my department. Recently I found that one of the attendants was using the company vehicle in regular manner to go home after his shift end. When I checked he claims that he has been doing that from the beginning. Further it’s frustrating, that two receptionists recruited have not reported to work after their first week of working. This is the third time same
Operations manager of the Cure Lanka Hospital (CLH) K. P. John, stoop up after a long discussion with the HR Manager Dayan Randeni. “Well Dayan we will have to take this matter up seriously in the next management meeting, I need a solution, a permanent solution”. Dayan agreed with waving the head from left to right with thin smile drawn across the face.
It was the weekly operational review meeting of CLH; meeting was preceded by the CEO Samath Devadithi. He is an ex-Air force officer. At the beginning of the meeting John requested permission to table a serious issue. Mr. Deva, Kithsiri, the Maintenance in-charge, in not controlling the maintenance staff. He pets the people; people do not come to work as arranged for shifts. They take leave change shifts as they wish. When I call explanation from the guy, he protects the people. What I see is we are not getting the work done, and paying extra over time to the people. We need a solution to this problem.
Deva turned to the HR manager, and looked at him. Dayan started, “Well Deva, I and John had a chat on this issue. People are not complying with the new working arrangements. They are used to the relax working pattern of the previous management. They are practicing the same thing. However, this maintenance guy was recruited overriding my decision, and as per my opinion, he does not fit to the role. “Why do you say that Dayan?” asked the CEO. “It’s my gut feeling Deva, I know that”. I gained that out of the three interviews we had him during his selection process”.
Nursing in-charge raised his voice. Mr. Deva, I also have the same problem in my department. Recently I found that one of the attendants was using the company vehicle in regular manner to go home after his shift end. When I checked he claims that he has been doing that from the beginning. Further it’s frustrating, that two receptionists recruited have not reported to work after their first week of working. This is the third time same