Free Changi General Hospital: Balancing Work-Life in a Healthcare Organisation Case Study Solution | Assignment Help

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Publish Date: 2024-12-03

Harvard Case - Changi General Hospital: Balancing Work-Life in a Healthcare Organisation

"Changi General Hospital: Balancing Work-Life in a Healthcare Organisation" Harvard business case study is written by Joo Seng Tan, Allampalli D G. It deals with the challenges in the field of General Management. The case study is 19 page(s) long and it was first published on : Sep 18, 2008

At Fern Fort University, we recommend a comprehensive approach to address Changi General Hospital's (CGH) work-life balance challenges, focusing on a multi-pronged strategy that incorporates organizational change, employee empowerment, and technology-driven solutions. This strategy will prioritize employee well-being, enhance operational efficiency, and ensure CGH remains an attractive employer in the competitive healthcare landscape.

2. Background

The case study highlights the growing concern of work-life balance among CGH's healthcare professionals, leading to potential burnout, decreased morale, and talent retention issues. The hospital faces a challenging environment marked by increasing patient demand, complex medical procedures, and a 24/7 operational model.

The main protagonists are the hospital management team, represented by Dr. Tan, and the healthcare professionals, specifically the nurses who are experiencing the most significant work-life balance challenges.

3. Analysis of the Case Study

We will use a framework that combines Organizational Behavior, Human Resource Management, and Strategic Management principles to analyze the situation at CGH.

Organizational Behavior:

  • Stress and Burnout: The demanding nature of healthcare work, coupled with long shifts and unpredictable schedules, contributes significantly to stress and burnout among employees. This leads to decreased job satisfaction, reduced productivity, and increased absenteeism.
  • Work-Life Conflict: The inflexible work schedules and heavy workload create a significant work-life conflict for healthcare professionals, particularly for those with family responsibilities. This can lead to feelings of guilt, resentment, and ultimately, a desire to leave the organization.
  • Organizational Culture: The existing organizational culture at CGH may not be conducive to promoting work-life balance. A culture that emphasizes long hours and dedication to patient care, while commendable, can inadvertently create an environment where employees feel pressured to prioritize work over personal life.

Human Resource Management:

  • Employee Engagement and Retention: The lack of work-life balance is a major factor contributing to employee disengagement and turnover. This is particularly problematic in a field like healthcare where skilled professionals are in high demand.
  • Talent Acquisition and Development: CGH's inability to attract and retain top talent due to work-life balance issues can hinder its ability to provide high-quality patient care and maintain its competitive edge.
  • Employee Benefits and Incentives: The current benefits and incentives offered by CGH may not be sufficient to address the specific needs of healthcare professionals, particularly those struggling with work-life balance.

Strategic Management:

  • Competitive Advantage: CGH's reputation for providing high-quality healthcare is a significant competitive advantage. However, if the work-life balance issues are not addressed, this advantage could be eroded as employees leave for organizations offering better work-life balance.
  • Sustainability: A sustainable healthcare system relies on attracting and retaining a skilled workforce. Addressing work-life balance is critical for CGH to ensure long-term sustainability and continued delivery of high-quality healthcare.
  • Strategic Planning: CGH needs to incorporate work-life balance as a key strategic objective in its future planning. This involves developing a comprehensive strategy that addresses the needs of employees, aligns with the hospital's mission, and supports its long-term goals.

4. Recommendations

1. Implement a Flexible Work Policy:

  • Flexible Scheduling: Offer flexible scheduling options, including compressed workweeks, shift swaps, and remote work opportunities where feasible. This allows employees to better manage their work and personal commitments.
  • Part-Time and Job-Sharing: Encourage part-time work and job-sharing arrangements to accommodate employees with family responsibilities or those seeking a more balanced lifestyle.
  • Remote Work: Explore the feasibility of remote work options for administrative and non-patient-facing roles, leveraging technology to enhance work-life balance.

2. Invest in Employee Wellness Programs:

  • Stress Management Training: Provide training programs on stress management techniques, mindfulness practices, and healthy coping mechanisms.
  • Employee Assistance Programs (EAPs): Offer confidential counseling services to address personal and professional challenges, including work-life balance issues.
  • Wellness Initiatives: Promote healthy lifestyle choices through on-site fitness facilities, healthy food options, and wellness challenges.

3. Foster a Culture of Work-Life Balance:

  • Leadership Buy-in: Hospital leaders must actively promote work-life balance as a core value and prioritize its importance in their decision-making.
  • Open Communication: Encourage open communication about work-life balance concerns and create a culture where employees feel comfortable discussing these issues with their supervisors.
  • Recognition and Appreciation: Recognize and reward employees who demonstrate a healthy work-life balance, showcasing the importance of prioritizing well-being.

4. Leverage Technology for Efficiency:

  • Digital Health Records: Implement advanced digital health records systems to streamline administrative tasks and reduce paperwork, freeing up time for healthcare professionals.
  • Telemedicine and Virtual Care: Explore the use of telemedicine and virtual care options to extend patient care services beyond traditional clinic hours, reducing the need for in-person visits.
  • Automation and AI: Utilize automation and AI solutions to automate repetitive tasks, freeing up staff for more complex and rewarding work.

5. Invest in Talent Development and Retention:

  • Career Development Programs: Offer career development programs and mentorship opportunities to encourage employee growth and retention.
  • Competitive Compensation and Benefits: Review and adjust compensation and benefits packages to ensure they are competitive and attract and retain top talent.
  • Employee Recognition Programs: Implement employee recognition programs to acknowledge and reward outstanding contributions and commitment.

5. Basis of Recommendations

These recommendations are grounded in the following considerations:

  • Core Competencies and Consistency with Mission: The recommendations align with CGH's mission to provide high-quality healthcare by ensuring a healthy and motivated workforce.
  • External Customers and Internal Clients: The recommendations prioritize the well-being of both patients and employees, ensuring a positive experience for all stakeholders.
  • Competitors: By addressing work-life balance concerns, CGH can remain competitive in the healthcare industry and attract and retain top talent.
  • Attractiveness: The recommendations aim to improve CGH's attractiveness as an employer, leading to increased employee satisfaction, reduced turnover, and improved patient care.

6. Conclusion

By adopting a comprehensive approach that combines organizational change, employee empowerment, and technology-driven solutions, CGH can effectively address work-life balance challenges, enhance employee well-being, and maintain its position as a leading healthcare provider.

7. Discussion

Alternatives:

  • Status Quo: Maintaining the current practices could lead to increased burnout, employee turnover, and a decline in the quality of patient care.
  • Limited Solutions: Implementing only a few of the recommendations, such as flexible scheduling, may not be sufficient to address the complex work-life balance issues.

Risks:

  • Resistance to Change: Some employees and managers may resist changes to established practices, requiring effective communication and change management strategies.
  • Cost of Implementation: Implementing some of the recommendations, such as technology upgrades and employee training, may require significant financial investments.

Key Assumptions:

  • Leadership Commitment: Successful implementation requires strong leadership commitment to prioritize work-life balance and support the necessary changes.
  • Employee Engagement: Employees must be actively involved in the implementation process, providing feedback and contributing to the development of solutions.
  • Technological Advancements: The success of technology-driven solutions relies on continued advancements and integration into existing systems.

8. Next Steps

  • Form a Work-Life Balance Task Force: Establish a task force composed of representatives from management, employees, and relevant departments to develop and implement the recommendations.
  • Conduct a Pilot Program: Implement a pilot program with a specific department or group of employees to test the effectiveness of the proposed solutions.
  • Regular Evaluation and Monitoring: Continuously evaluate the effectiveness of the implemented strategies and make adjustments as needed to ensure ongoing improvement.

By taking these steps, CGH can create a workplace that prioritizes employee well-being, fosters a culture of work-life balance, and ensures long-term sustainability in the competitive healthcare landscape.

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Case Description

This case describes work-life programmes (WLPs) implemented by the management of Changi General Hospital (CGH) in Singapore since the late 1990s to 2005. Its Director of Human Resource, Yap Bee Cheng (Yap), hoped that flexible work options, support for staff and their family, and programmes for staff's physical, social and emotional well-being would make CGH a preferred employer. Yap learnt from Ivy Tai (Tai), Manager of Human Resource Management Department that WLPs had contributed to overall improvement of key performance indicators (KPIs) of the hospital from 2003 to 2005. However, she noticed that the attrition rate of the Operating Theatre (OT) Department was slightly higher than CGH's average. Further, absenteeism in the OT Department had remained higher than the organisation. Operating in a tight labour market for such skills, Yap and Tai wondered on ways to improve KPIs of the OT Department as they faced a new external environment for the healthcare sector.

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