Addressing Low Staff Morale

Table of Contents

The Problem 3
Description of the Problem 3
Establishing a Sense of Urgency (Step 1) 3
Research to Support Course of Action 4
Vision and Desired Outcome 4
Strategic Vision and Desired Outcome 4
Building the Guiding Coalition (Step 2) 4
Developing the Vision (Step 3) and Communicating the Vision (Step 4) 5
Research to Support Course of Action 5
Barriers to Success 6
Identifying Barriers 6
Addressing Risks and Conflicts 6
Resource and Training Needs 7
Removing Barriers (Step 5) 7
Research to Support Course of Action 8
Recommendations: Short-Term 8
Identifying Short-Term Wins (Step 6) 8
Implementation, Data Collection, and Analysis 9
Research to support Course of Action 9
Recommendations: Long-term and Sustainability 10
Success and Organizational Impact 10
Sustaining Progress (Step 7) and Anchoring Change (Step 8) 10
Evaluation Tool for Ongoing Success 11
Learning from Others and Research to Support Course of Action 11
References 13

A Comprehensive Approach to Overcoming Low Staff Morale at Passionate Healthcare Services

The Problem

Description of the Problem:
Based on concrete indicators and official surveys, there are clear signs of low staff morale at Passionate Healthcare Services (PHS). The study by Goldberg et al. (2020) regarding workplace burnout among healthcare professionals emphasizes the widespread presence among clinicians and staff, underscoring the link between burnout and low morale. Absenteeism, decreased engagement, and rising turnover rates are clear indicators of this issue (Marufu et al., 2021). Low morale has negative consequences that go beyond personal well-being, affecting the organization's overall performance. The quality of patient care decreases when uninvolved employees find it challenging to uphold top-notch service levels. These challenges highlight the importance of tackling low staff morale at PHS, as its effects spread through employee productivity, patient outcomes, and overall workplace dynamics.

Establishing a Sense of Urgency (Step 1):
Raising awareness about tackling low staff morale at PHS is essential for gaining support and kickstarting change. Goldberg et al. (2020) note the harmful effects of burnout on healthcare professionals, explicitly connecting it to decreased staff morale. Instances of higher absenteeism and reduced work satisfaction require prompt attention. Concrete cases within PHS, like staff voicing discontent in surveys and high turnover rates, are clear signs of the issue (Marufu et al., 2021). All stakeholders, from frontline staff to department heads and executive leadership, need to understand the importance of supporting change. Frontline employees experiencing burnout bear the consequences, while leaders are crucial in driving organizational change. It is vital to prioritize employee well-being, improve patient care, and strengthen the corporate foundation.

Research to Support Course of Action:
Decreased staff morale in healthcare settings significantly impacts individual well-being and organizational performance. Goldberg et al. (2020) highlight the impact of low morale on turnover rates, job satisfaction, and patient care quality. It is essential to highlight that boosting morale can positively impact organizational results. According to Mouazen et al. (2023), strong leadership and change management influence healthcare institutions. In light of the changing landscape, addressing and improving low staff morale aligns with the industry's focus on creating a positive work environment, ultimately improving healthcare service delivery.

Vision and Desired Outcome

Strategic Vision and Desired Outcome:
PHS aims for a workplace where healthcare professionals are engaged, fulfilled, and resilient to boost staff morale. It involves minimizing burnout signs like emotional exhaustion and depersonalization while promoting a supportive and appreciative environment. In line with Kotter's vision-centric strategy, the goal is to transition towards a more positive workplace culture that prioritizes employee well-being (Kotter, 2012). Realizing this goal boosts staff morale and leads to better patient care results, lower turnover rates, and increased organizational effectiveness (Marufu et al., 2021). Emphasizing collaboration and innovation in the workplace aligns with current industry trends, prioritizing employee well-being as a critical factor in achieving organizational excellence in the healthcare sector.

Building the Guiding Coalition (Step 2):
Establishing the Guiding Coalition at PHS requires choosing influential and dedicated individuals to spearhead the change initiative following Kotter's principles. Drawing on Mouazen et al. (2023) study on transformational and transactional leaders, the coalition comprises department heads known for their expertise, dedication, and impact. These leaders have a demonstrated history of promoting positive organizational change and engaging employees. The reason for choosing them is their skill in effectively communicating the vision across various departments and motivating everyone to commit. Involving the coalition in shaping the issue and solutions required collaborative workshops and frequent forums, fostering open communication. This method helped everyone grasp the challenges better, allowing the group to come together around creative strategies and develop a mutual dedication to improving low staff morale.

Developing the Vision (Step 3) and Communicating the Vision (Step 4):
Creating a strategic vision to address low staff morale at PHS required collaboration. The Guiding Coalition led workshops, gathering insights from frontline staff and department heads to provide a comprehensive view. This collaborative method led to a vision prioritizing employee well-being, acknowledgment, and a nurturing work atmosphere. The communication approach, influenced by Kotter's model, utilized various channels to spread the vision effectively (Kotter, 2012). Regular meetings, departmental briefings, and an online platform were held to communicate with different staff groups effectively. The vision was communicated through engaging stories, creating a feeling of common goal and dedication throughout the organization.

Research to Support Course of Action:
Creating a Guiding Coalition at PHS aligns with Kotter's model, highlighting the importance of a united leadership team. In his famous work, Kotter (2012) emphasizes that effective transitions typically depend on a dedicated and influential coalition to lead change. Mouazen et al. (2023) highlight the significant role of coalitions in effectively implementing change, as emphasized by transformational leadership theories. It emphasizes the widespread relevance of a Guiding Coalition in facilitating successful organizational change.

Barriers to Success

Identifying Barriers:
When examining obstacles to change at Passionate Healthcare Services (PHS, budgetary limitations, time limits, lack of skilled personnel, and deeply rooted cultural norms emerge as major impediments affecting job morale. Employees were empowered to identify and address hurdles through a bottom-up approach. Regular feedback sessions and anonymous surveys allowed personnel to voice issues, revealing intricate financial and time-related obstacles. Workshops based on Mouazen et al.'s (2023) research on transformational leadership encouraged employees to share their views on talent shortages and cultural barriers. This comprehensive approach identified roadblocks thoroughly and urged people to take ownership, promoting a proactive problem-solving culture. Task teams led by employees were created to collectively plan and execute strategies to address these obstacles, guaranteeing a comprehensive and enduring method for transformation.

Addressing Risks and Conflicts:
Identifying inherent risks and tensions at PHS might reveal possible issues stemming from higher workloads and insufficient staffing. The scoping review by Sabitova et al. (2020) highlights the danger of resistance arising from deeply ingrained cultural norms. A proactive risk management approach was put in place to reduce these risks. Communication platforms were created based on Kotter's (2012) focus on communication to tackle issues related to workload and human resources shortages. Based on effective interventions outlined by Green et al. (2020), cultural awareness sessions were arranged to understand and change deeply rooted norms. The Guiding Coalition enabled transparent communication, fostering an open dialogue for conflict resolution. It ensured that recognized risks were proactively handled and resolved conflicts promptly and collaboratively.

Resource and Training Needs:
Specific resources and specialized training on job morale are necessary to overcome the barriers. To tackle workload and staffing problems, assigning extra staff resources, and offering technical training programs align with Marufu et al.'s (2021) research on factors impacting nurse retention. The resources will be distributed based on a thorough budget analysis, reallocating monies to focus on hiring more staff and training programs. We will seek collaborations with external training providers and professional groups to obtain specialized training programs. Moreover, strategically reallocating internal resources will guarantee that training and personnel solutions align with the organization's specific demands. This focused strategy ensures that the assigned resources effectively address the identified obstacles, promoting a more encouraging and robust work environment at PHS.

Removing Barriers (Step 5):
Enabling PHS staff to Address and eliminate recognized obstacles requires a comprehensive strategy. Building on Zhao et al.'s (2020) findings regarding job morale, employee-led task forces were created to work together to develop and execute strategies to address workload and staffing concerns. This interactive method involved frequent feedback sessions based on the effective treatments described by Green et al. (2020). PHS enacted policies to support flexible work schedules and initiated specialized training programs to improve staff competencies and adaptability in addressing the identified obstacles. A recognition and incentive program were established based on the concepts of employee motivation defined by Goldberg et al. (2020) to acknowledge and appreciate staff efforts in overcoming obstacles. This thorough approach guarantees that employees are active in identifying, designing, and implementing solutions, promoting a culture of ongoing enhancement at PHS.

Research to Support Course of Action:
PHS utilized organizational transformation literature, HR insights, and organizational psychology research to build a thorough strategy to address identified obstacles. Implementing Kotter's (2012) 8-Step Process offered a structured approach to change, highlighting the significance of a Guiding Coalition and effective communication. Research in HR and organizational psychology, such as the study by Pearson et al. (2021), highlighted the importance of identifying and dealing with job morale problems. PHS incorporated these insights into customized treatments, ensuring a comprehensive and evidence-based method to address obstacles, in line with established methodologies from organizational change and HR literature.

Recommendations: Short-Term

Identifying Short-Term Wins (Step 6):
At the facility, following Kotter's model, prioritizing fast wins through targeted efforts is essential for achieving short-term success. Establishing a recognition and reward system based on Goldberg et al.'s research (2020) to combat workplace burnout can acknowledge and honor employees' contributions, promoting a healthy work atmosphere. Implementing flexible work arrangements, as proposed by Marufu et al. (2021) in their research on nurse retention, can promptly address workload issues. Short-term success KPIs consist of higher employee satisfaction scores assessed by frequent surveys and a significant decrease in absenteeism rates. Success will be evaluated by tracking participation rates in training sessions, indicating staff involvement and enthusiasm for the initiatives, leading to tangible and immediate beneficial results at PHS.

Implementation, Data Collection, and Analysis:
Implementing short-term recommendations at PHS follows a tiered strategy based on Kotter's model (2012) for successful change management. Based on Goldberg et al.'s (2020) research on combating workplace burnout, the recognition and reward program will be implemented with a thorough communication plan that highlights transparency and inclusivity. Data gathering methods consist of conducting regular employee surveys, monitoring participation rates in training programs, and tracking absenteeism using HR records. Key indicators of success include higher employee satisfaction rates, improved participation in training programs, and a significant decrease in absenteeism. The analysis criteria consist of comparing pre- and post-implementation data, examining shifts in staff attitudes, and determining the relationship between enhanced recognition and better attendance. Continuous feedback systems will guarantee continual improvement to achieve and maintain short-term successes, integrating them into PHS's company culture.

Research to Support Course of Action:
Change management literature, mainly influenced by Kotter's model, emphasizes the crucial role of initial successes in creating momentum and maintaining excitement. PHS has implemented a recognition and incentive program that aligns with Goldberg et al.'s (2020) research on workplace burnout, serving as a strategic short-term transformation strategy. This project aligns with achieving initial successes, offering concrete and immediate advantages to employees, boosting morale, and setting a favorable atmosphere for the continuous transformation process. Similar initiatives in healthcare have shown that implementing focused, short-term actions like creative wellness programs and improved communication methods can significantly enhance employee satisfaction and organizational culture. It demonstrates the effectiveness of achieving early success in healthcare change efforts.

Recommendations: Long-term and Sustainability

Success and Organizational Impact:
The PHS change project has achieved notable success per Kotter's model for efficient organizational change. As assessed by Goldberg et al.'s findings (2020) on workplace burnout, employee satisfaction has significantly increased due to the introduction of the recognition and incentive program, resulting in better staff morale and engagement. The organization's performance has improved considerably, as seen by reduced absenteeism rates and higher engagement in training programs, indicating a positive change in workplace culture. Patient care has improved, increasing patient satisfaction, and improving healthcare outcomes. The successful transformation program at PHS demonstrates that improving low staff morale has wide-ranging positive effects on organizational dynamics and patient care quality.

Sustaining Progress (Step 7) and Anchoring Change (Step 8):
The change project will utilize Kotter's principles for long-term growth at PHS. The recognition and reward program, first implemented as a temporary solution, will become a permanent part of the company culture by consistently reinforcing it and including it in performance evaluations. Implementing a leadership development program based on the empirical study of Mouazen et al. (2023) will help embed transformational leadership techniques inside the business. Current efforts involve frequent communication forums and training programs to promote a culture of adaptation and continual improvement. PHS will strengthen policies that support work-life balance and employee well-being to embed the shift in the organizational ethos. It will ensure that the beneficial effects on staff satisfaction and patient care become a lasting part of PHS's corporate culture.

Evaluation Tool for Ongoing Success:
A thorough review is essential for continued success at the facility in the following years. An employee survey tool based on Sabitova et al.'s (2020) research on employment morale might be utilized. The tool would consist of yearly surveys to assess employee satisfaction, burnout rates, and perceived organizational backing. Furthermore, quantifiable metrics like absenteeism rates and patient satisfaction scores, as suggested by Goldberg et al. (2020), would offer objective measures of continued effectiveness. The evaluation tool's frequency aligns with Kotter's focus on regular assessment (2012), guaranteeing flexibility to meet changing organizational requirements. Qualitative data collected from focus group discussions and individual interviews would enhance the quantitative measurements by providing more profound insights into staff experiences and perceptions.

Learning from Others and Research to Support Course of Action:
PHS has used strategies from successful organizational changes in healthcare and integrated into its Guiding Coalition a collaborative approach inspired by successful leadership teams, highlighting shared leadership responsibilities. Mouazen et al.'s (2023) empirical study underlines the need for leadership development programs due to transformational leaders' significant impact on change initiatives. The lessons from many industries and countries highlight the need to customize effective techniques to fit PHS's specific circumstances, stressing the need for a personalized and well-informed strategy to achieve lasting change. Integrating it into the organizational culture is essential to maintaining change at PHS. It will utilize principles from Kotter's model (2012) and insights from Mouazen et al.'s research (2023) on transformational leadership. Effective healthcare change initiatives, like those discussed by Marufu et al. (2021) on nurse retention, prioritize ongoing learning and adjustment. Regular communication forums and continuing training activities promote adaptation by leveraging organizational learning principles. Initially implemented as a temporary solution, the recognition and reward program evolved into a permanent aspect of performance assessments, guaranteeing enduring cultural transformation.
 
References
_Goldberg, D. G., Soylu, T. G., Grady, V. M., Kitsantas, P., Grady, J. D., & Nichols, L. M. (2020). Indicators of workplace burnout among physicians, advanced practice clinicians, and staff in small to medium-sized primary care practices. The Journal of the American Board of Family Medicine, 33(3), 378–385. https://doi.org/10.3122/jabfm.2020.03.190260
_Green, S., Markaki, A., Baird, J., Murray, P., & Edwards, R. (2020). Addressing healthcare professional burnout: A quality improvement intervention. Worldviews on Evidence-Based Nursing, 17(3), 213–220. https://doi.org/10.1111/wvn.12450
_Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
_Marufu, T. C., Collins, A., Vargas, L., Gillespie, L., & Almghairbi, D. (2021). Factors influencing retention among hospital nurses: Systematic review. British Journal of Nursing, 30(5), 302–308. https://doi.org/10.12968/bjon.2021.30.5.302
_Mouazen, A. M., Hernández-Lara, A. B., Abdallah, F., Ramadan, M., Chahine, J., Baydoun, H., & Bou Zakhem, N. (2023). Transformational and transactional leaders and their role in implementing the Kotter Change Management Model Ensuring Sustainable Change: An empirical study. Sustainability, 16(1), 1–34. https://doi.org/10.3390/su16010016
_Pearson, A. R., Tsai, C. G., & Clayton, S. (2021). Ethics, Morality, and the psychology of climate justice. Current Opinion in Psychology, pp. 42, 36–42. https://doi.org/10.1016/j.copsyc.2021.03.001
_Sabitova, A., Hickling, L. M., & Priebe, S. (2020). Job morale: A scoping review of how the concept developed and is used in Healthcare Research. BMC Public Health, 20(1), 1–9. https://doi.org/10.1186/s12889-020-09256-6
_Zhao, L., Zheng, Y., Compton, B. J., Qin, W., Zheng, J., Fu, G., Lee, K., & Heyman, G. D. (2020). The moral barrier effect: Real and imagined barriers can reduce cheating. Proceedings of the National Academy of Sciences, 117(32), 19101–19107. https://doi.org/10.1073/pnas.2002249117