Long-term care: Factors affecting implementation of a staff participation system designed to foster a culture of continuous change

by Heldenbrand, Lois E., Ph.D., CAPELLA UNIVERSITY, 2007, 135 pages; 3278209


This eight-month field study examined factors such as motivation, recognition, empowerment, participation in decision-making, mid-level management buy in, and organizational trust during the implementation of a staff participation system designed to foster a culture of continuous improvement in a long-term care setting. The staff participation system was designed to integrate with the daily work flow and provide a "voice" for front-line employees in initiating and implementing change that directly affected their work. This change was in the form of small incremental improvement ideas that were approved by management and implemented quickly. The study compared two long-term care organizations as one implemented the system and the other did not. Results of the staff participation system were analyzed using questionnaire data of staff perceptions of their work and work environment, observation and interview data, number of implemented improvements, participation rates, and turnover rates. Significant changes in staff perceptions for the participating organization occurred on the subscale, Ability to Make Workplace Decisions. In addition, the staff from the participating organization initiated and implemented over 100 improvements during the study period. Furthermore, middle management regularly reviewed performance data and made adjustments to the system; organizational policies and procedures; and their own management behaviors during the development and implementation of the system. While systems like this have been documented as best practices in other sectors, similar measurement in long-term care is in the early stages.

AdviserCortlandt Cammann
Source TypeDissertation
SubjectsManagement; Health care management
Publication Number3278209

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