For many years now, healthcare organizations like many others, have offered tuition reimbursement as an employment benefit primarily for recruitment, development, and retention of top talents. However, less than 20% of these organizations have managed their programs effectively enough to be able to articulate exactly how well the program goals are being achieved. About 90% admit to a complete lack of formal tracking and evaluation of their programs to determine their efficacy in yielding maximum expected returns. As knowledge workers dominate today's workplace and organizations grapple with increasingly challenging economic times, healthcare organizations may need to take a closer more critical look at their tuition reimbursement programs and possibly change the way they view their programs. To determine whether these organizations are maximizing the returns on their tuition reimbursement dollars, this qualitative multi-case study explored and described how healthcare organizations are managing their tuition reimbursement programs to achieve maximum results. Because this aspect of tuition reimbursement has scarcely been explored, this study focused on the employers' perspectives and sought to describe how organizations are managing their tuition reimbursement programs to achieve maximum returns. We learned from this study that they are coordinating rather than managing their tuition reimbursement programs because they still view it as an employment benefit (gift to employees) and not as an investment in human capital; they have an idea how well their program is doing in retaining employees, but cannot say exactly how much returns accrue to the organization. We did not learn from this study whether the organizations are maximizing return on their tuition reimbursement because they do not measure that and consequently unable to articulate it.
|Subjects||Management; Occupational psychology; Organizational behavior; Health care management|
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