Welton NHS Engagement Report
“The harnessing of organization members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances”. (Kahn, 1990 p 120; cited in Truss et al,2012).
In the medical record department, each employee is specialised in one area of the department and the individuals tend to focus just on their area, therefore there is a lack of engagement within the department. There are two approaches that Welton NHS trust can take to improve the engagement levels in the medical department. The first approach to this is the four enablers of engagement by MacCleod and Clark 2009 and looking at the current levels of engagement within the medical records department, there is no strong leadership in the department as there is no clear explanation of what the purpose of Welton NHS trust is, why it has the vision it has and how the individual employee contributes towards the purpose.
Although, the records manager hold meetings with the staff to delegate information regarding the department’s performance and gives clear directions about what needs to be done each day which will offer a clear understanding of the job. But to improve engagement, the employees should be made clear of what the purpose of the organisation is and how everyone is important for …show more content…
the success of Welton NHS trust. The second enabler of engagement is engaging manager, the manager rewards the capabilities of the employees; staff appraisals are completed to evaluate the staff and set the relevant objectives to meet the key performance targets. From the enablers of engagement, a feature is leadership so the staff must be clearly expressed the purpose, how they contribute to the purpose and why it has that purpose.
The records manager uses this approach through sessions with the staff to delegate information for each day. The other approaches are engaging managers so the managers must appreciate and respect the staff rather than control or restrict them and employee voice where the opinion of the staff is considered and counted towards the final decision. The third enabler is employee voice; the employees should be listened to and their opinion should be considered worthy. “Voice has been the language increasingly adopted by academics and practitioners in recent years”. (Wilkinson et al, 2004 p 211: cited in Truss et al,2012) This shows that there is lack of engagement to some extent in the organisation which has resulted in the problem of the staff blaming each other for the loss of patient records. The fourth enabler is organisational integrity-there is not trust within the department as individuals are blamed for no reason. Hence, a relationship of trust should be built for consiststent flow of the organisation.
On the other hand, in the Accident and Emergency department there are fewer problems. There is an increase in the number of patients therefore, due to increased pressure on the department to cope with the patients the staff do not get enough time to engage with each other. Although, even in this department employees are not informed about the purpose, vision but due to an engaging manager who has suggested that the staff spend 15 minutes twice a week working on the solution to the problems, it has resulted in high levels of engagement as individuals communicate and express their views. This has been a success because there is engagement between the doctors, nurses and other staff members and departmental integrity. Based on the research by MacLeod and Clarke,2009 they state that “engagement is associated with higher performance, higher profitability and productivity, lower levels of intention to quit”. (MacLeod and Clarke,2009 p 226; cited in Truss et al,2012)
The second approach to improving engagement within Welton NHS trust is the drivers of engagement by Alfes et al 2010, in this approach there is an addition of meaningfulness of work and person job fit.
In the medical records department individuals do the work that they are suitable/ best fit so do not engage with other individuals. But in the accident and emergency department, even though employees carry out their own individual role, each job role is as important as the doctor or a specialist. As the different individuals in the accident and emergency department must work together, come to a solution together, there is an increased level of
engagement.
Meaningfulness of work comes from when managers offer something that is considered of a value, such as employees feeling valuable and valued and feel that they will receive something back from the management during the period of work. In the medical records department, individuals are offered rewards which can motivate employees to engage and work harder. But, in the accident and emergency department, there is no incentives/ reward offered which can demotivate the employees to work. also, seeing employees in the medical records department getting rewarded for their time at work can make them feel unimportant. (Sheena, 2016)
In the medical record department, each employee is specialised in one area of the department and the individuals tend to focus just on their area, therefore there is a lack of engagement within the department. There are two approaches that Welton NHS trust can take to improve the engagement levels in the medical department. The first approach to this is the four enablers of engagement by MacCleod and Clark 2009 and looking at the current levels of engagement within the medical records department, there is no strong leadership in the department as there is no clear explanation of what the purpose of Welton NHS trust is, why it has the vision it has and how the individual employee contributes towards the purpose.
Although, the records manager hold meetings with the staff to delegate information regarding the department’s performance and gives clear directions about what needs to be done each day which will offer a clear understanding of the job. But to improve engagement, the employees should be made clear of what the purpose of the organisation is and how everyone is important for …show more content…
the success of Welton NHS trust. The second enabler of engagement is engaging manager, the manager rewards the capabilities of the employees; staff appraisals are completed to evaluate the staff and set the relevant objectives to meet the key performance targets. From the enablers of engagement, a feature is leadership so the staff must be clearly expressed the purpose, how they contribute to the purpose and why it has that purpose.
The records manager uses this approach through sessions with the staff to delegate information for each day. The other approaches are engaging managers so the managers must appreciate and respect the staff rather than control or restrict them and employee voice where the opinion of the staff is considered and counted towards the final decision. The third enabler is employee voice; the employees should be listened to and their opinion should be considered worthy. “Voice has been the language increasingly adopted by academics and practitioners in recent years”. (Wilkinson et al, 2004 p 211: cited in Truss et al,2012) This shows that there is lack of engagement to some extent in the organisation which has resulted in the problem of the staff blaming each other for the loss of patient records. The fourth enabler is organisational integrity-there is not trust within the department as individuals are blamed for no reason. Hence, a relationship of trust should be built for consiststent flow of the organisation.
On the other hand, in the Accident and Emergency department there are fewer problems. There is an increase in the number of patients therefore, due to increased pressure on the department to cope with the patients the staff do not get enough time to engage with each other. Although, even in this department employees are not informed about the purpose, vision but due to an engaging manager who has suggested that the staff spend 15 minutes twice a week working on the solution to the problems, it has resulted in high levels of engagement as individuals communicate and express their views. This has been a success because there is engagement between the doctors, nurses and other staff members and departmental integrity. Based on the research by MacLeod and Clarke,2009 they state that “engagement is associated with higher performance, higher profitability and productivity, lower levels of intention to quit”. (MacLeod and Clarke,2009 p 226; cited in Truss et al,2012)
The second approach to improving engagement within Welton NHS trust is the drivers of engagement by Alfes et al 2010, in this approach there is an addition of meaningfulness of work and person job fit.
In the medical records department individuals do the work that they are suitable/ best fit so do not engage with other individuals. But in the accident and emergency department, even though employees carry out their own individual role, each job role is as important as the doctor or a specialist. As the different individuals in the accident and emergency department must work together, come to a solution together, there is an increased level of
engagement.
Meaningfulness of work comes from when managers offer something that is considered of a value, such as employees feeling valuable and valued and feel that they will receive something back from the management during the period of work. In the medical records department, individuals are offered rewards which can motivate employees to engage and work harder. But, in the accident and emergency department, there is no incentives/ reward offered which can demotivate the employees to work. also, seeing employees in the medical records department getting rewarded for their time at work can make them feel unimportant. (Sheena, 2016)