Core values implementation by mid-level managers of a faith-based healthcare system

by Askins, Nancy P., Ph.D., CAPELLA UNIVERSITY, 2012, 273 pages; 3546996


Mid-level managers can fulfill a vital role in advancing organizational performance and excellence by operationally achieving or exceeding strategic goals and directions. Core values are usually created by senior leaders as foundational stimuli for mission integration and strategic planning, and mid-level managers may become instrumental players in enhancing workplace implementation of core values. Since behaviors can be linked to performance via accomplishments, a deeper understanding of how mid-level managers behaviorally deploy core values could enhance understanding of how organizational performance may be amplified through those behaviors. The purpose of this theory-building case study was to explore, identify, and categorize workplace behaviors of mid-level managers in implementing organizational core values. Incorporating qualitative case study exploratory research methodology plus narrative inquiry and analysis, research was conducted at an award-winning, faith-based, not-for-profit healthcare system employing over 8,000 associates in a USA northeastern state. Twenty mid-level managers became the study participants, each one actively committed to routinely deploying core values on the job. Data sources included documentation reviews and personal interviews utilizing a researcher-designed, customized card-sorting method of choosing and prioritizing behaviors. Triangulated results were divided into multiple tables of over 40 research-validated behaviors and categorized themes, all positive examples of core values implementation, with narrative advice for others on deploying core values. Examples of the highest ranking major themes and preferred behaviors featured consciously deciding to include and routinely implement core values in daily behaviors at work, augmented by incorporating core values and related behaviors in performance appraisals, job descriptions, hiring, employee recognition and rewards, organizational culture, leading by example, team-building, problem-solving, creativity, implementing change, and more. A new organizational core values perspective and acronym were derived from the findings, the Askins Core VALUES Paradigm also graphically displayed as Askins Core VALUES Implementation Model. This paradigm and model included six significant implications of the findings, proposing multiple interrelationships among implementing core values and the six components of Validation, Accountability, Linkage, Understanding, Excellence, Synergy. The study also contained numerous behavioral examples potentially transferable to multiple industries and organizational settings, and a myriad of recommendations for further study on core values and mission integration.

AdviserCharlotte Redden
Source TypeDissertation
SubjectsManagement; Organizational behavior; Health care management
Publication Number3546996

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