27 Oct Turbulent Times at Tree Star Health Read the following case study then briefly Job Engagement Results reflect on the questions below

Turbulent Times at Tree Star Health Read the following case study then briefly Job Engagement Results reflect on the questions below: Opening her email Wednesday moming the saw the message she was waiting fort Thi repute were in Arla had diffnbuted a job engagement survey to nurget on two of the Wuipiu floor of the hotped with the moy hamond She looked at they metuit sometrial times, and it confirmed her worst four: engagement wins the lowest it had bein in the 10 years of conducting the survey. Many categories were low compared CASE 23 to pedicel years, particularly in the areas of supervisor relationship quilty Management of Morale: supervisor support, workload peer relationships, and motivation, She remembered the national research report from the Society for Human Resource Management Turbulent Times at Tree Star (SHRM) had noted that employee morale in health care organizations was at in all time low across the country. That report had ind cried that two thirds of health care Health employers comedered maintaining morale a huge challenge. Knowing other employers were experiencing the same difficulty did not make the situation any bother. "There has to be a solution to Ph," Aida thought Anna B. Hayes Alda’s 30 minute commute early Friday morning was filed with arudety ‘I didn’t sleep. I am worried about work. How am I going to function today? the asked. Another Initiative toplaying what had led to this state of panic. Aida had been promoted morndy to a I love for Aida exclaimed Thurding morning In her Withit publication on health supervisor role with the human resources departme at a Large urban hospital Give human resources. she read about a stress reduction solution that some was the rewit of a rapid newtechring &f the hospital Hospital implemented to help with job engagement and reduce sten hong M moved and merged departments, based on a plan for the hopped to focus Less employees in the novel solution, the hospital chaplain would route through hospital on outpatient jumpery and more on inpatient care. Several bey leaders within the un:it’s with a cart that had healthy snacks, tea, and noratherapy hems. Conversation hospital system had been replaced a layer of middle management had been heated, and supervisors and employees found themselves with new tasks and with the chaplain was designed to augment engagement and lower stress in triponublites almost overnight, what had stained as a rewarding role in her new conjunction with the tea and snacks. This isaive was designed to provide a position had turned into a nightmare, or at least an overwhelming uit of problems pleasant interlude for stall and help with job engagement. 1 wonder if this would al in one week. Aida recalled the week in vivid detall . all started with a still work in cour hospital." reflected Aida She knew that there was a lot of work to be done birved on the engagement survey results. The Staff Meeting "What Are You Going to Do?" Alda looked at her email inbox Thursday night. An 11:30 PM message from the teaching contics resolution techniques to the mywages and stuff on the large Director of Human Resources had the subject line "What are you going to dot med cul-surgical Boot, Tree Star had been encouraging colaboration with human Knowing i wil probably not a good idea to continue working to late and put the trounce will had nurse education in training on topics the nurse manager raided more werk-life balance, Alda had opened the email anyawry The Director identified as important Armed with handouts and a PowerPoint, she had smiled outlined the will morale problem, he job engagement survey results, and the when the poured all the confled soonines that she was going to address, Infeed. ancesmous complaints that had been coming in on employee web for. Aida lines their workload. Callouts, where nursing still call in and do not show up to work their she needed a plan to tackle these problems and would be asked about it when she Scheduled shitt were at an al-time high, and they were iupuing over why they were came to work on Friday so short-stuffed. The general lack of civility in the discussion wid troubling, Aid Friday morning had amved and Ada’s reflection on the week ended. She pulled know civility with often tied to other outcomes such as patient safety and employee into the parking lot and give hersell one more stem order. "I am almost there; I need Foralt. and twi conflict-damn communication wit not helpful. One of the nursing Whin members pulled Aida ride and complained that all the Generation I nurses whole competitive and tech savy but would often gossip about each other’s performance. The team member relayed the experienced runes who were older would often we move direct and open communication and address feedback drccly. The way the still making dissolved into an argument between two wall members with repreventive of this tension in communication 1501 7 was real prepared for

Very briefly discuss the following questions:

What are some motivational and engagement strategies that Aida should suggest to the Director? 

What strategies might improve civility at work?

How might generational and religious differences impact the strategies? 

Do you think employees who are already overextended will appreciate a tea break? Why or why not? Are there other strategies that you would suggest? 

Provide your reflections and personal opinions as well as your recommendations for addressing these problems.