Organizational Values and Defined Behaviors

Values and Behaviors 1

A case study in organizational value communication: understanding

value/behavior relationship.

Nancy M. Desjardins

A Thesis

Submitted in Fulfillment of the

Requirements for the Degree of

Master of Science

Central Connecticut State University

New Britain, Connecticut

April 2002

Thesis Advisor

Glynis Fitzgerald, Ph.D

Department of Communication


ABSTRACT

This thesis seeks to determine if organizational values and defined behaviors

that are communicated throughout the organization can increase employee

satisfaction, commitment and performance outcomes. This research explains

how these values are defined by an organization and ways that values and

expected behaviors can be communicated to improve employee outcomes.

Past research on values and behaviors within organizations is reviewed. The

communication of stated organizational values and the relationship with

employee outcomes is evaluated between two departments within a Health

Care Organization (HCO). Questions from the Organizational Culture Survey

and the Communication Satisfaction Questionnaire are combined to measure

employee satisfaction, morale and perceived involvement in decision-making.

The organization provided data on employee absenteeism, turnover and

performance ratings. A comparative analysis was conducted by performing

an Independent Sample Test and Chi-Square which supported one of the six

hypotheses presented; departments that clearly define and communicate

stated organization values have employees that perceive they are more

involved and more participative in decision-making.


CHAPTER 1

INTRODUCTION

Organizational values are a topic of discussion in many major

organizations. These values can, if properly communicated, guide the

behaviors that support an organization's mission and vision. Research has

shown that in organizations where organizational values are shared by

employees there are improved performance outcomes in for-profit

organizations (Melgino, Ravlin & Adkins, 1989). These improved

performance outcomes can increase an organization’s ability to compete

within its market. With the onset of the Health Care Reform, health care

organizations, traditionally not for-profit structures needed to become more

competitive and therefore incorporate for profit business strategies. Eisenberg

(1996) notes that “the health care industry has nurtured a historic immunity to

entrepreneurship” (p.17). For the subject health care organization,

incorporating stated organizational values that all employees were expected

to embrace became a new business strategy.

Through this research, the relationship between clearly defined and

communicated organizational values within a hospital department and

performance outcomes of that department will be investigated. Past research

on culture, values and behaviors will be reviewed to determine the best

approach and methodology to support and measure the hypotheses.

Specifically, departmental performance measures and communication


surveys will be employed with two clinical departments within a Health Care

Organization (HCO) to demonstrate that a department that defines and

communicates stated organizational values will have better departmental

performance outcomes and higher employee satisfaction than one that does

not. These two departments have similarities in their responsibilities and

where they are geographically located within the hospital yet perform different

functions.

LITERATURE REVIEW

Culture

Definition of Cultures. As organizational culture research advanced,

researchers clarified the definition of culture to include the pattern of beliefs

and expectations shared by the organization’s members---which produce

norms that shape the behavior of individuals and groups in the organization

(Schwatz & Davis, 1981); symbols, language and ideology (Goldhaber, 1993);

and the collection of central values hidden in the shared myths and symbols

of that domain (Broms & Gahmberg, 1983). For this research, Charles

Conrad’s (1994) definition of culture will be applied:

Cultures are communicative creations. They emerge through

communication, are maintained through communication, and change

through the communicative acts of their members. Simultaneously,

communication is a cultural creation. Persons’ perceptions of the

cultures in which they live (both their overall culture and their


organizational cultures) form the situations that guide and constrain

their communication. (p.31)

Research on culture and subcultures by Bantz (1993), Gertz (1973),

Siehl (1985), and Weick (1985) supports that multiple cultures exist within an

organization. Rochen (1998) argues that “culture consists of the links stock of

ideas that define a set of commonsense beliefs about what is right, what is

natural, what works. These commonsense beliefs are not universal, but are

instead typically bounded by time as well as by space”(p. 131). If an

organization has multiple hours of operation and departments, they are more

likely to have more cultures within their organization. These multiple cultures

are often referred to as subcultures. Maanen and Barley (1985) stated:

“More commonly, organizations intentionally differentiate their members by

assigning them relatively insulated roles and position-specific niches. When

these niches are occupied by people facing similar problems, who have both

opportunities and motives for interaction, organizational subcultures are

born”(p. 38).

Discovery of Organizational Culture. Culture had previously only

been identified as a system that exists in an organization until Pettigrew

(1979). He broadened the scope of organizational culture to reflect social

processes by examining concepts that in the past were associated with the

fields of sociology and anthropology. These concepts include beliefs,

ideology, symbols, language, ritual and myths. More importantly, he specified

humans as the creator of these messages and therefore they create meaning


within the process of symbolic interaction. Symbolic interactions are actions

that create meaning. Pettigrew based his conclusions on data collected in an

empirical study of a private British boarding school that studied the social

dramas that occurred from the birth of the school in 1934 through 1975. This

longitudinal study provided data about the school during its transformation

over a forty-year span. The data revealed that social processes impact

organizational development and create the culture within an organization.

The field of Anthropology continued to play an important role in the

further development of organizational culture research. Hart and Scott (1989)

stated:

Management discovered culture in the 1980s, but it was not precisely a

discovery. Rather, management learned that some well-established

anthropological concepts could be applied to modern organizations to

improve their performance. The most important of these concepts was

culture, and it was understood by anthropologists as a system of

shared symbolic meaning expressed by ritual, myths, legends, heroic

sagas, fictions, and fairy tales. (p.101)

Culture & Change. Research has indicated organizations are held

together by cultures and argue that cultures can be managed (O’Reilly,

1989;Safford, 1988). However, Weick (1983) in a response to an article in

Fortune magazine on managing corporate culture, states that “organizations


don’t have cultures, they are cultures, and this is why culture is so difficult to

change” (p. 125).

Saffold (1988) researched culture and its impact on organizational

performance. His work compared and contrasted the trait-strength framework

and the cultural performance framework. According to Saffold, “The trait-

strength framework relates positive cultural trait profiles to enhanced

organizational performance in proportion to the strength with which particular

cultural traits are manifested” (p. 547). He challenged Dennison’s (1984)

strong culture hypothesis that supports the trait-strength framework. The

strong culture hypothesis states that if an organization has a strong culture

then they will be successful as measured by continued success and superior

performance. However, Saffold revealed five major flaws that include:

1. the assumption of a unitary culture;

2. the ambiguity of strength as a measure of culture;

3. dependence upon composite culture profiles;

4. insufficient attention to culture-performance links; and

5. the use of inadequate methodologies.

Saffold suggested the use of the cultural performance framework. This

framework description is:

As an organization’s culture evolves, existing elements are selected for

retention (historical penetration) and new elements. Drawn from both

the larger social, technological, and cultural environments and

organization’s own outcomes, are added (alloplastic flexibility). The


implication of all elements for the organization are eventually

elaborated, and these become embodied in specific artifacts

(artifactual penetration) with varying degrees of mutual consistency

(elemental coherence). Divergent task characteristics and differential

interaction among members lead to formation of multiple subcultures

(sociological penetration). Human behavior within these subcultures is

influenced in proportion to the culture’s psychological penetration and

symbolic potency. (p. 554)

Psychological penetration is accomplished when an organization’s employees

internalize the values of the culture or subcultures. If these elements are

present, what has been described is not a “strong culture” but a “high

performing culture” that links performance outcomes to an organization’s

strategic position.

O’Reilly (1989) assessed the culture of innovative organizations that

included New United Motors Manufacturing Incorporated (NUMMI), General

Motors, Toyota, 3M and Johnson & Johnson. He defined culture as a

combination of social control systems and norms. O’Reilly describes a social

control system as a set of common expectations that are shared by workers

who care about each other. Norms will vary dependent on the types of

organizations and workers. He stated, “Norms are expectations about what

are appropriate or inappropriate behaviors” (O’Reilly, p. 12). To determine

the norms that are perceived to promote innovation, over 500 managers were

surveyed. The norms that the managers listed can be characterized into 2


groupings: (1) norms to promote creation and (2) norms to promote

implementation. Norms to promote creation include risk taking, rewards for

change and openness. Norms to promote implementation include common

goals, autonomy and belief in action. O’Reilly took these norms and

assessed the success of 3M’s innovative performance. 3M not only had

similar norms (promote creation and implementation) but also was committed

to communicating and supporting the resources needed to maintain their

norms for innovation. 3M specifically defined the behaviors that they wanted

their employees to model. O’Reilly concluded that there are four factors to

developing and managing culture within an organization:

1. participation: employees are encouraged to feel involved and therefore feel they are valued.

2. management as symbolic action: managers behave in a way that

supports the messages they are stating. 3. information from others: consistent messages are given by all employees,

management and peers. 4. comprehensive reward system: recognizing and rewarding employees for

exhibiting behaviors consistent with messages from the organization. When these four factors are present, an organization is better able to manage

their organizational culture.

Values

Definition of Values. In its broadest sense, values refer to the relative

worth of a quality or object. Similar to organizational culture, many definitions

of organizational values can be found. Agle and Caldwell (1999) performed a

literature review of over 200 articles related to values and found many


different definitions for values existed. However, there was enough similarity

within the definitions that researchers concluded it a central construct. Agle

and Caldwell summarized that despite the many definitions they agreed with

Schwartz and Bilsky (1987) findings. Schwartz and Bilsky identified the

following common threads in defining values: (1) concepts or beliefs; (2)

desirable end states or behaviors that transcend specific situations; (3) guide

selection or evaluation of behavior and events; and (4) ordered by relative

importance. For this research value will be defined as qualities exhibited by

people (Mankoff, 1974).

Values can also be higher order values (HOVs) or lower order values

(LOVs). HOVs are broader values that remain stable and encompass an

organization. According to Ju and Cushman (1995), “HOVs should stay

relatively stable, even in a highly turbulent and chaotic environment”(p. 109).

LOVs are more flexible and represent current management strategies. Unlike

HOVs, “LOVs should be flexible enough to adapt to environmental

changes”(Ju & Cushman, p.109). An example of a higher order value is

respect for employees. Increase sales by 10% is an example of a lower order

value.

Behaviors. Values and behaviors are often used together but they are

not synonymous. Values provide us with guidelines for behavior. Values

direct our behavior so that it is consistent with the achievement if the values

we hold which equals value congruence. Values are “determinants of virtually

all kinds of behavior that could be called social behavior or social action,


attitudes and ideology, evaluations, moral judgments and justification of self

and others, comparisons of self with others, presentations of self to others,

and attempts to influence others” (Guth & Tagiuri, 1965, p.123). For example,

a “customer friendly” value may be exhibited through the behaviors of

smiling, giving eye contact and saying thank you. Researchers (Fudge &

Schlacter, 1999; Luthens, 1995) identified behavior modification as a way to

improve employee performance.

Luthens and Kreitner (1995), developed the term organizational

behavior modification as a behavioral approach to manage employees and is

summarized in the following 5 steps: (1) identification of performance

behaviors, (2) measurement of the behavior, (3) functional analysis of the

behavior, (4) development of an intervention strategy and (5) evaluation to

ensure performance improvement. The researchers concluded that the

model “has also been directly tested and has been found to have positive

performance results in both manufacturing and service organization (retail

and hospital)” (Luthens, p. 219).

Fudge and Schlacter (1999) assessed motivating employees to

behave ethically by using the Expectancy Theory. Expectancy Theory is a

formula for motivational force that was developed by Tolmen and Levin in the

1930’s and then applied to an organizational setting by Vroom in 1964

(Porter, Lawler, & Hackman, 1975). Motivational force is equal to expectancy

and the valence of outcomes. People will be motivated if they believe it will


improve their performance and they will get certain highly, valued job

outcomes.

Fudge and Schlacter evaluated the results of 50 Harvard MBA

Program graduate interviewees. The interviews, conducted by Badaracoo

and Webb (1995) as discussed by Fudge & Schlacter, asked the graduates to

assess their company’s ethics training programs. They found that formal

ethics programs were ineffective if the company itself did not promote ethical

behaviors. Since behaviors are a major component of values, defining,

promoting and communicating behaviors to employees are essential to

obtaining shared organizational values.

Values & Communication. The Organizational Communication

Culture method for communicating in organizations (Bantz, 1993) identifies

two sources of communicating messages in an organization: (1)

communicative interactions and (2) documents. Communicative interactions

include verbal and non-verbal communication. Documents, which is the

communication method that will be evaluated in this research, includes but

are not limited to memos, letters and procedure manuals. When documents

are used by employees within an organization to communicate, these

documents become documentary interactions. According to Johnson (1977),

documents are messages that are more enduring than communicative

interactions because they are permanent and last longer. Johnson goes on

to state, “When this potential is realized such messages have a powerful role

in the construction of meanings and expectations in an organization” (p.46).


Organizational Values. Researchers, in the study of values, have

tried to identify organizational values (Mankoff, 1974), analyze value

congruence (Enz, 1988; McDonald & Gandz, 1985; Meglino, Ravlin, &

Adkins, 1989; Posner, Kouzes, & Schmidt, 1985) and identify competing

values (Quinn & McGrath, 1985).

Mankoff (1974) administered the Rokeach Value Survey to identify the

value systems of a sample of an accounting firm’s partners and their spouses,

managers and their spouses, and staff accountants to identify individual value

differences and the impact these differences have regarding communication

and motivation. The results revealed that dependent on the person’s role in

the organization or if they were the spouse of an employee, they individually

ranked the values differently. For example, social recognition was ranked

higher by organizational superiors than the staff accountants. The survey

results are helpful for organizations to understand their employees’ individual

values and how congruent they are, or are not, with the organizational values

so they can incorporate value-based change strategies into the organization.

As cited by Mankoff, Charles Hollen (1972) pointed out that “changing

attitudes indirectly through changing values would appear more for

persuaders in that a number of attitudes may be influenced in one fell

economical swoop through the manipulation of a single value” (p. 26).

A manager’s awareness of their employees’ individual value sets will enhance

a mangers ability to create and implement a value-based change strategy.


In the 1980’s research was conducted regarding value congruence.

McDonald and Gandz (1985) interviewed forty-five senior managers and

management consultants to generate a relevant list of shared values for the

modern business corporation. From the analysis of their interview data, they

proposed four grouping of values: task oriented values, relationship-oriented

values, change-related values and status quo values. As noted by McDonald

and Gandz:

The analysis is consistent with earlier work by Robert Quinn and

Michael McGrath, who applied a competing values perspective to

derive four organizational forms, each with distinct information

processing preferences: the market (emphasizing efficiency and

productivity), the adhocracy (emphasizing transformation and growth),

the clan (emphasizing moral and group cohesion), and the hierarchy

(emphasizing stability and the execution of regulations). (p. 70)

McDonald and Gandz also suggested that organizations could be classified

by these groupings by looking at the values that the organization emphasizes

and rewards. They did note that there are organizations whose values

represented a more heterogeneous cultural mosaic and did not point towards

one of the four poles suggesting that more research is needed in this area.

Lastly, their research also looked at the make-values and buy-values

of organizations. The make-value organizations socialized their new hires

towards their values while the buy-value organizations hired employees that

already displayed value congruence with the organization’s value set.


McDonald and Gandz’s research has significant implications for managers.

Managers must be held accountable for their outcomes and helping

employees to understand the value set of their organization. Managers need

to ensure that department values are congruent with organizational values

and then communicate to their employees how they can behave to support

both sets of values.

Research conducted by Posner, Kouzes and Schmidt (1985) analyzed

the importance of the link between executive managers, middle level

managers, and supervising manager’s personal values and organizational

values. Questionnaires were sent to over 6,000 managers to assess their

personal values and expectations. In summary, their study revealed that

shared values are related to:

1. Feelings of personal success – employees experienced feelings of success and ability to reach their ambitions.

2. Organizational commitment – employees reported that they were

confident that they would remain with their current employer for at least 5 years.

3. The self confidence in understanding personal and organizational

goals – as the perception of shared values increased so did the employees awareness and understanding of the organization’s goals

4. Ethical behavior – the higher the perception of shared values the

greater the behavior to act ethically.

5. Feelings of job and personal stress – employees reported higher levels of home stress when their values were not congruent with organizational values.

6. Organizational goals – goals of the organization increased in

importance as perception of shared values increased. They also ranked the goal of morale higher.


7. Organizational stakeholders – as an employee’s feeling of shared values increases so does their concern for organizational stakeholders.

Overall the study revealed that managers that have congruent personal and

organizational values produce positive outcomes for an organization that

include clarity of an organization’s vision, mission and goals to increased

commitment to the organizations.

Organizational Values & Individual Performance Outcomes.

Meglino, Ravlin, and Adkins (1989) researched the relationship between

value congruence and individual outcomes. They surveyed over 170 workers

of a large industrial products manufacturing plant. Findings indicate that

when there is congruence between supervisor and employee values,

satisfaction and commitment are higher. They noted that the value

congruence with the supervisor appeared to be a more significant factor than

congruence with the organizational cultural values with regards to satisfaction

and commitment.

Other value-based research examined the correlation between

departments with perceived congruent values with their organizational and

the ability to possess power within the organization (Enz, 1988; Posner,

Kouzes, & Schmidt, 1985). Departments that are able to link shared

departmental goals with organizational goals have the ability to possess more

organizational power and are more likely to be involved in decision making

processes.

Enz (1988) hypothesized that top managers will ascribe more power to

departments with perceived value congruence. In her study she found a


significant relationship to the greater perceived value congruency between

top managers and department members, the greater the perceived power

within the organization by that department. Enz suggests that there may be

more perceived power within an organization because the values are

communicated by top management and not necessarily because they are

congruent. She recommends more research is necessary in the area of

communicating values successfully.

Just as values can be used to manage and manipulate change, values

can also compete if they are not aligned with the organizational values. As

cited by Quinn and McGrath (1985), the Competing Values Approach (CVA)

is a meta theory that emerged from a series of empirical studies and

conceptual papers done at the Rockfeller College’s Institute for Government

and Policy Studies at the State University of New York at Albany (p 317).

CVA is a theory based upon human information processing and assumes that

all abstract knowledge is organized around a consistent framework of

perceptual values and that the articulation of these values can do much to

further human understanding. The CVA theory posits that there are four

information-processing situations that are based on cues that are either novel,

recognizable, long term or short term. Dependent on a person’s need for

achievement versus need for affiliation will determine if a person takes

immediate action or none on cues they are receiving. A person will choose

values dependent on the situation.


Employee Satisfaction, Commitment & Departmental

Performance Outcomes. As previously discussed, communication of

values and behaviors can lead to value congruence which increases

employee satisfaction and commitment. Research past and present has

focused on departmental performance outcomes that includes overall

employee satisfaction and commitment and its impact on turnover rates and

absenteeism (Porter, Steers, Mowday & Boulin, 1974; Savery, 1989; Steers,

1977).

Porter, Steers, Mowday & Boulin (1974) performed a longitudinal study

of relationship of organizational commitment, employee satisfaction and their

relationship to employee turnover. At different time intervals, psychiatric

technicians were administered an organization commitment survey and the

job descriptive index (JDI) to measure satisfaction. Comparative analysis

was done between employees that stayed and employees that left. The

analysis revealed that there is an inverse relationship between employee

satisfaction and turnover as well as employee commitment and turnover.

There was a stronger relationship between employee commitment and

turnover.

Steers (1977) continued the research on employee commitment and

expanded the organizational outcomes to include absenteeism and employee

performance. Steers explains:

Employees who are highly committed to the goals of an organization

and have positive attitudes toward it should be more likely to have a


strong desire to come to work and contribute toward goal attainment.

Finally commitment was hypothesized to be related to performance

under the assumption that committed employees would expend greater

effort the job. Steers studied hospital employees, scientists and

engineers using a model that consisted of antecedents of commitment

and outcomes of commitment. (p.48)

Through the use of questionnaires, Steers surveyed hospital employees and

a group of scientists and engineers to determine antecedents of commitment

and outcomes of commitment. The results for antecedents of commitment

included need for achievement, task identity, attitudes toward the organization

and perceived personal importance to the organization. Steers concluded,

“strong support was found for the proposition that commitment is associated

with increases in an employee’s desire and intent to remain with an

organization. More importantly, commitment was also significantly and

inversely related to employee turnover” (p. 54). Steers also noted a strong

inverse relationship between commitment and absenteeism in one of his

study groups. However, Steers found a weak relationship between

commitment and performance which he contributed to the organization being

non profit and high performance was not as relevant to employee roles.

Savery (1989) randomly surveyed 255 people to look at factors related

to job satisfaction that can be directly impacted by the management of an

organization. Savery also wanted to continue the argument that low job

satisfaction will lead to frustration, and the employee will leave if possible. If


the employee does not leave, it will lead to ill health and increased

absenteeism. To measure this he collected the amount of alcohol and

tobacco that was consumed by the participants. Savery’s study revealed that

employees with lower job satisfaction had poorer health, consumed more

alcohol and smoked more tobacco. Savery concludes, “Low job satisfaction

for an individual may well affect the profitability of the firm as well as its

productivity, since the effect of low job satisfaction on an individual makes the

person feel unhealthy and hence more likely to need time off” (p.30).

Hypotheses

Communicating values and behaviors is a common theme throughout

the previous reviewed literature. Some organizations state their corporate

values and then align their department values to them creating value

congruence while other organization’s values are more implicit. By aligning

organizational, departmental and employee values and behaviors, research

has identified positive outcomes in employee satisfaction, commitment,

absenteeism, turnover, morale and perception of feeling involved in an

organization’s decision-making process (Enz, 1988; Meglino, Ravlin & Adkins,

1989; Porter, Steers, Mowday & Boulin, 1974; Posner, Kouzes & Schmidt,

1985; Savery, 1989; Steers, 1977).

This research project will expand on the values and behaviors research.

Many organizations today define the values of the organization that they

expect their employees to embrace and model by stating them. This research

will examine how departments align themselves with an organization’s stated


values. It will look at a HCO that has stated organizational values in place

and will compare two departments’ performance outcomes: one department

that has defined and communicated the expected behaviors that support the

organization’s values and one department that has not defined the expected

behaviors that support the organization’s values. As John Gardner (1963)

described, “Our problem is not to find better values but to be faithful to those

we profess”(p.53). The proposed research will examine the values a HCO

professes and analyzes how individual departments or subcultures as

described by Maanen & Barley (1985) define these values, share these

values and then compare their departmental performance outcomes. This

research can contribute to an organization’s understanding of communicating

stated values in the organization with the ultimate outcome of achieving

higher performance.

The research of and Meglino, Ravlin & Adkins (1989) and Posner,

Kouzes & Schmidt (1985) suggests that employee satisfaction, commitment

and morale are higher when employees’ values are congruent with their

supervisors’ and organization. Therefore, the following is suggested:

H1: Departments that clearly define and communicate organizational values have employees that report higher job satisfaction.

H2: Departments that clearly define and communicate stated organizational values have employees with higher morale.

Porter, Steers, Mowday, and Boulin (1974), Savery (1989) and Steers

(1977) expanded the research on employee job satisfaction and commitment


to include the inverse relationship to employee turnover rate and absenteeism

which suggests the following hypotheses:

H3: Departments that clearly define and communicate organizational values have a lower employee turnover rate. H4: Departments that clearly define and communicate organizational values have lower absenteeism.

Based on research of Enz (1988) and Posner, Kouzes, & Schmidt

(1985) with regards to congruent employee values and the relationship to

employees’ perceiving they have more power and are involved in the decision

making process, the following is proposed:

H5: Departments that clearly define and communicate stated organizational values have employees that perceive they are more involved and participate in decision-making.

Research done by Meglino, Ravlin & Adkins (1989), O’Reilly (1989)

and Saffold (1988) found a relationship between value congruence and

employee outcomes. The following hypothesis is suggested:

H6: Departments that clearly define and communicate organizational values have higher overall employee performance ratings.


CHAPTER 2

METHODOLOGY

Subjects

Healthcare & Stated Values. This research took place at a tertiary

care, teaching, Level 1 Trauma Center that has 950 licensed beds. This HCO

was chosen for 2 reasons:

1. They instituted stated organizational wide values 4 years ago (See Appendix A) and senior leadership’s perception is that some departments have embraced these values and others have not.

2. The primary investigator is employed by the HCO and had easy access to

the subjects and data. The study involved two comparison groups, the Respiratory Care

(Group A) and Radiology Departments(Group B). Purposive sampling was

used as there are particular characteristics that are needed for the study:

common stated organizational values and one department that had further

defined behaviors that support the stated organizational values. The two

groups are departments that have similar departmental profiles:

��70 – 80 Full Time Equivalents (FTEs)

��full time and part time employees;

��operate 24 hours per day, 7 day per week;

��service inpatients and outpatients; and

��educational level ranges from high school to masters prepared.

Group A is a Respiratory Care Department that has attempted to more

clearly define and communicate specific behaviors that support the values of


the organization. These behaviors are observable and measurable (See

Appendix B). When the organization initiated stated values into the

organization, this department formed a project team to assess the stated

values and their meanings for each role within their department. There are 72

FTEs and 4 roles in the Respiratory Care Department: Respiratory Care

Practitioner, Flight Respiratory Care Practitioner, Rehab Practitioner and

Office Support Staff. Each role had representatives on a project team and

they were accountable for facilitating the development of each role’s specific

observable and measurable behaviors that supported the stated

organizational values. Value measurement tools were then created for each

role. Mandatory education was provided for all the staff to explain the

expected employee behaviors that supported the stated organizational values

and to communicate to them that they would be held accountable for these

behaviors. They included the assessment of these behaviors into their yearly

performance evaluations. The employees of this department evaluate each

other annually on these behaviors. This process is similar to the O.B. Mod

that was developed by Luthens and Kreitner (1995) as discussed earlier.

Group B is a Radiology Department with 78 FTEs. They have similar

roles within their department: Radiology Technicians, Radiology Support

Associate, Radiology Technician Trainer, Registered Nurse, and Office

Support Staff. They have not defined any expected behaviors that support

the organization’s stated values for these roles but instead rely on the

organizational definitions.


According to the hypotheses, Group A that has developed a document

that defined the behaviors to support the organizational values should report:

(1) higher job satisfaction, (2) higher morale, (3) lower employee turnover

rate, (4) lower absenteeism, (5) perceive they are more involved in decision

making and (6) have higher overall employee performance ratings.

Variables

Independent Variable. The independent variable is the defined and

communicated expected behaviors that support the stated values of the

organization. Hartford Hospital has nine stated organizational values and

conceptual definitions (See Appendix A).

Dependent Variables. The dependent variables and their definitions

include the following:

1. Turnover Rate – number of employees that have left that organization during Calendar Year 2000.

2. Employee satisfaction – a department’s overall employee perception of job

satisfaction. 3. Absenteeism – number of hours that employees have been absent from

work during Fiscal Year 2000. 4. Employee morale – Defined as a “good working relationship, respect for

workers, fairness, family, trust and organizational character”(Downs, DeWine & Greenbaum, 1994, p264).

5. Involvement in decision-making – a department’s overall employee

perception that he/she is involved in the decision making process and that management encourages this involvement (Downs et el, 1994)

6. Employee Performance Evaluations – a department’s employee ratings based on the employees achieving their established goals, which includes


exhibiting behaviors that support the stated values of the organization for Fiscal Year 2000.

Procedures

Independent Variable. Measurement of the independent variable

was that a department had developed observable and measurable behaviors

that support the stated values of the organization. This is measured by a

department having developed and distributed a document to communicate

defined behaviors that employees are expected to embrace in support of the

stated organizational values. For example, behaviors for an employee in

Group A that support the stated value “Human Resource: We support the

professional and personal growth of employees in their pursuit of the

hospital’s mission” include:

1. Relates specific, measurable, attainable, relevant and timely goals to team and department goals.

2. Acts as a preceptor for new employees

3. Attends all mandatory education for JCAHO, OSHA, and the

Department of Health.

Group A has developed a list that is included in every employee’s

performance evaluation process (See Appendix B).

Dependent Variables. The Organization Communication Survey tool

was used to measure the dependent variables: (1) morale (2) involvement.

This tool includes 11 questions taken from the Organizational Communication

Survey (OCS) questions that measure the dimensions of morale and

involvement (See Appendix C). Questions 2 through 8 are summed to


analyze the variable morale and questions 9 through 12 are summed to

analyze the variable involvement. The OCS tool subscale that measures

morale and involvement has reported Cronback alphas ranging from .63-.91

(Downs, DeWine & Greenbaum, 1994). Validity was confirmed by comparing

the scale data with 45-minute critical incident interviews and observations

(Downs et al.). Employee satisfaction was measured using a global question

taken from the Communication Satisfaction Questionnaire (CSQ). The

survey tool included an introductory cover letter. The survey was distributed

and collected at department wide meetings to ensure a high return rate.

The HCO’s Human Resource Department collects and maintains the

data for turnover rate and the performance evaluations through the use of a

software product called HRStream. Data was entered in by Human Resource

Consultants. This data was reported at the department level with no

employee identifiers attached. Turnover rate was calculated by subtracting

the number of employees that were still working in each department at the

end of the year from the beginning of the year and dividing that by two. This

gave the average employees, which was then used as the basis of the

calculations for percent turnover.

The Finance Department at the HCO maintains the absenteeism hours

through the payroll system. Data is entered weekly on each employee as part

of the payroll process. This data include the total hours worked and the sick

hours for each department.


Analysis

Comparative Analysis. The analysis included looking at the

difference between Group A and B. The dependent variables morale,

involvement and satisfaction are being measured using quantitative, interval

data. The survey results were analyzed using the Statistical Package for

Social Sciences (SPSS) version 10.0. Independent sample tests were run for

each variable by department, gender, age and education level. An

Independent sample test was not done by level of service due to the sample

size. The Levine’s Test for equality of variance was used due to the variance

in sample size between the two departments.

Inferential Statistics. The dependent variables, turnover,

performance evaluation and absenteeism, are also quantitative and were

analyzed for significance using the chi-square.


CHAPTER 3

RESULTS

Survey Results

A total of 152 surveys were distributed. Sixty-five surveys were

distributed to group A and twenty-nine surveys were returned with a return

rate of forty-five percent. Eighty-seven surveys were distributed to the group

B with forty-five surveys returned with a fifty-two percent return rate. Overall

return rate was forty-nine percent.

The demographic information collected on the survey included gender,

age, education level and employment status. The dependent variables job

satisfaction, employee involvement and morale were all analyzed by gender,

age and education level. There was no statistical significance found in any of

the demographics.

Job Satisfaction. Group statistics revealed a slightly higher mean

for group A (see table1). The Levine’s test sig. was .730 therefore equal

variances were not assumed. The t-test calculated a Sig. of .198. There is

no significant difference in employee satisfaction when a department defines

and communicates the stated organizational values disconfirming H1.

Employee Morale. A higher mean was reported for Group B not

Group A. The Levine’s Test Sig. was .042 so equal variance can be assumed

and t-test Sig. was .585. Again no significance was found between two

departments and H2 was disconfirmed.


Table 1

Variable

N Mean Levine Sig. t-test Sig.

Satisfaction Group A 24 3.792 Group B 42 3.524

.730 .198

Involvement Group A 23 12.174 Group B 42 10.405

.449 .030

Morale Group A 24 18.7917Group B 43 19.5349

.042 .585

Employee Involvement. Group A’s mean, 12.174 was significantly

higher than group B’s mean of 10.405, confirming H5. The Levine’s Test Sig.

was .449 and the equal variances were not assumed. The t-test Sig. was

.030 and the results support H5.

Inferential Statistic Results

Turnover Rate. During FY 2000, Group A had 8 employees

leave their department, a 9.18% turnover rate. All 8 employees left the

organization. Group B had a total of 14 employees leave their department.

However, 11 of those employees transferred and stayed in the organization.

Since only 2 employees left the organization, the turnover rate for Group B is

1.82%. Group B’s turnover rate is significantly lower than Group A’s turnover

rate with p < .01 (see table 2) and does not support H3.

Absenteeism. The results of the payroll data revealed no support for

H4. Absenteeism for Group A and Group B equaled two percent. Total hours

worked by Group A were 174,751.8 hours and total sick hours were 3,565


hours. For Group B there were 399,448 hours worked of which 8,138.5 were

sick hours. Therefore no further analysis was completed.

2
Table Chi Square
Expected Cell Frequencies Group A Group B Total

Employees Terminated 4 6 10

Employees Stayed 84 104 188

Average # of Employees 88 110 198

Observed Cell Frequencies

Employees Terminated 8 2 10

Employees Stayed 80 108 188

Average # of Employees 88 110 198

Chi Square

Employees Terminated 4 2.67 X² = 6.94 df = 1

Employees Stayed .19 .08 p < .01

Employee Performance Ratings. Group B had a higher percent,

76%, of exemplary performance ratings than Group A, 57%. Effective

performance ratings for Group A were 43% and for Group B were 23%.

Group A did not have an employee with a needs improvement rating and

Group B had one employee that received a needs improvement, 1%. The

relationship between the employee performance evaluations is statistically

significant at the .027 level (see table 3) but this does not support H6.


According to these findings, a department that did not clearly define and

communicate organizational values has a higher percent of employees with

exemplary performance ratings.

3

Table
Chi Square
Expected Cell Frequencies Group A Group B Total

Needs Improvement 1 1 2

Effective 25 32 57

Exemplary 53 67 120

Total 79 100 179

Observed Cell Frequencies

Needs Improvement 0 1 1

Effective 34 23 57

Exemplary 45 76 121

Total 79 100 179

Chi Square

Needs Improvement 1 0 X² =

7.98

Effective 3.24 2.53 df = 2

Exemplary 1.21 1.21 p < .027


CHAPTER 4

SUMMARY & FUTURE DIRECTIVES

Summary This research disconcerted all but one of the hypotheses, H5. This

finding supports that departments, Group A, that clearly define communicated

stated organizational values and behaviors report that they are more involved

and participate in decision making. In addition, the employees also reported

through the ODC survey results that their management encourages this

involvement. This further supports that research of Enz (1988) and Posner,

Kouzes and Schmidt (1985) regarding communicating values successfully

and perceived value congruence relates to employees perceiving they are

involved in the decision making process.

This research did support that Group A’s employees did have job

satisfaction, M= 3.792, but since it was not significantly higher than Group

B’s, M = 3.524, it did not advance the research of Melgino, Ravlin, & Adkins

(1989).

Both groups communicated the organizational values and definitions at

the organizational level that could explain the null hypothesis in H1, H2, H3,

H4 and H6. The research indicates that there is no significant difference

between the two departments in employee satisfaction, morale, and

absenteeism. In fact, the employee performance ratings and turnover rate


are significantly better for Group B than Group A as previously noted.

Supporting the research of Ju and Cushman (1995), defining the values at the

departmental level may make the value too rigid and not flexible to change.

Another reason for the null hypothesis could be that Group B’s

department communicates the values of the organization in other ways that

are more effective, for example through their behavior. Group A’s department

defined the values at the department level but that doesn’t mean that they

embraced their values through their behavior.

The tools that were used by this HCO to communicate their values

were created by an external consultant. There was lack of clarity between

values and behaviors which could cause employee confusion. If the values

are not clearly stated then it would be difficult for any organization to obtain

value congruence and obtain the departmental performance outcomes that

were hypothesized.

Also, the survey tool used to measure the dependent variables never

assessed if the employees knew the values of the organization. Participants

from both Group A and B could have taken this survey without knowing the

values of the organization.

Limitations

There were limitations in this research. One limitation was the survey

distribution. Not all employees attended their team meetings and therefore

the researcher relied on the managers to deliver the survey to the employees


that were absent. Group B had better attendance at their staff meetings and

also had a higher survey return rate.

The employee performance evaluation used to measure the variable

performance outcome had many raters therefore decreasing rater reliability.

If the raters did not receive the proper education they may have made

judgments in their ratings which include central tendency, halo, recency of

events and strictness or leniency. These could account for the performance

evaluation results not being a bell shaped curve and the H6 null hypothesis.

Time was also a limitation. A longitudinal study may reveal that the

dependent variables would change as values are communicated and

embraced. Over time, employees’ perception of being more involved and

participating in decision-making may lead to increased employee satisfaction

and morale. Also due to time limitations only two out of twenty departments

within a HCO were included in the study.

Conclusion

Organizations, for-profit and non-profit, need to carefully review any

current value documents for clarity. They should also assess if their

employees know the values of the organization by asking them. At this HCO,

this could be done annually through their internal employee satisfaction

survey. This assessment would help an organization to understand how well

they are or are not communicating the values of the organization. Once an

assessment is done, the organization should standardize their approach to

further communicate their values. At this organization, Group A did a


tremendous amount of work that used a great deal of resources, both people

and time. According to the outcomes of this research, the cost of this work

did not equal any significant benefits when compared to Group B.

Further research is needed in organizational values and how to

communicate them effectively to all employees and how that relates to

performance outcomes. This study only included two groups and future

research should include more groups within an organization. This study did

not separate the management and employee findings to see if there was a

significant difference between the two. Further research is needed to

determine if the leaderships’ value congruence impacts the results of these

findings greater than further defining the values at the departmental level.


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Appendix A

BEHAVIORS TO SUPPORT THE VALUES The following behaviors describe the effective performance level for Employees, Managers and Senior Managers. Senior Managers include Collaborative Management Team members, Vice Presidents and Management Council members. Managers include Directors, Managers, Supervisors and Team Leaders. Employees include all others. Managers are accountable for demonstrating Manager and Employee behaviors. Senior Managers are accountable for demonstrating Senior Manager, Manager and Employee behaviors. Patient-centered Care: In all our endeavors, we are guided by the needs of our patient, creating a partnership that is effective and personal across the continuum of care. Employees: Treats the patient as a partner in the medical plan of care. Listens to and communicates clearly with the patient/customer regarding needs and monitors their satisfaction. Follows through promptly on patient/customer inquiries, requests and problems. Looks for opportunities to promote patient/customer satisfaction. Managers: Considers underlying patient/customer needs beyond what is verbalized. Dedicates resources to meet those needs. Develops specialized approaches when appropriate. Seeks patient/customer input and uses information gained to drive greater organizational improvement. Senior Managers: Incorporates consumer market research and focus group information into strategic plan and goals. Addresses patient/customer needs with a global, long-term focus. Recommends solutions and new approaches based on this focus. May trade off immediate or simple solutions based on their long-term impact. Continuous Learning: We actively support outstanding programs of education and research designed to encourage the acquisition of knowledge and skills that are of value to the organization and the community. Employees: Takes responsibility for self-growth. Stays current with new tools, methods or techniques that could improve organizational and individual success. Recommends new approaches and welcomes others’


recommendations for change. Adapts to new practices as they are introduced. Managers: Assesses the applicability of current or emerging changes to present and future organizational needs. Encourages and supports an environment for self and others to develop. Senior Managers: Benchmarks other organizations. Maintains and communicates a thorough understanding of key issues that impact the organization. Creates a vision of the future and motivates others to develop the strategies to achieve that vision. Community: We actively develop partnerships that will improve our community and, as stewards of a public trust, we ensure informed and dignified care for all patients regardless of their ability to pay. Employees: Recognizes the importance of the public’s opinion of the organization. Participates in community activities, (e.g., wellness programs, community boards, voluntary work, health fairs, job fairs). Managers: Establishes and/or strengthens partnerships to meet the needs of the public. Identifies and addresses barriers that impede the success of partnerships. Follows through to ensure that action is implemented. Anticipates and informs others of issues or changes in circumstances affecting the public. Incorporates community needs into goals. Senior Managers: Participates on the Board of Directors for community organizations. Endorses the community assessment as part of the environmental assessment in the strategic planning process. Identifies community needs that exist inside and outside of the organization. Sees interrelationships among broad community needs. Considers the global, long-term consequences of community decisions. Communication: We strive to acquire and understand information, and share it clearly and effectively. Employees: Provides information in a timely manner. Chooses appropriate ways to provide information. Comprehends written information. Listens actively. Speaks and writes in a clear, concise and consistent manner. Considers the other person’s point of view. Gives and asks for constructive performance feedback. Managers: Exchanges current information with immediate staff. Explains the organization’s vision, mission, values, goals, policies and issues to others. Reduces complex issues to simple terms. Probes for new ideas. Ensures communications are appropriate for the audience.


Senior Managers: Presents information to the public in a manner that is timely and that generates confidence and enthusiasm. Builds sufficient organization-wide communication networks. Relationships: We develop and strengthen collaborative relationships with all our customers, including our patients, their families, our employees, volunteers, medical staff, and our business partners. Employees: Participates willingly in achieving goals. Respects each person for the contribution they make to the team. Participates in team decisions and reinforces and supports those decisions. Maintains the self-confidence of others. Managers: Creates an environment where people work together to achieve goals. Seeks out and honors ideas, viewpoints, expertise and contributions of others. Demonstrates a willingness to learn from others, including subordinates and peers. Publicly recognizes team efforts and accomplishments. Encourages shared ownership for team vision and goals. Increases the participation of staff to negotiate and achieve common goals. Senior Managers: Builds collaborative relations with managed care organizations, regulatory bodies, state agencies, and city and state officials. Demonstrates support for and models teamwork by personally working cooperatively with others toward the achievement of goals. Diversity: We recognize, respect and actively support differences among individuals and demonstrate this philosophy through our words and actions. Employees: Sees self and others as a source of information and creativity. Shows sensitivity regarding the needs of others. Takes time to understand others as individuals. Treats others fairly and with dignity. Recognizes the right of all people to be treated equally. Does not express opinions based on stereotypes. Managers: Takes swift and decisive action to stop behaviors on the part of others that could result in discrimination or inequitable treatment. Provides learning opportunities for self and others to understand individual differences. Senior Managers: Incorporates into the strategic planning process current demographics, the human resource plan for diversity management and performance development. Ensures that these practices are implemented. Human Resources: We support the professional and personal growth of employees in their pursuit of the hospital’s mission.


Employees: Sets goals, plans how to achieve them, monitors progress and demonstrates accomplishments. Knows strengths and opportunities for improvement. Maintains credentials associated with role accountabilities. Participates in mandatory education and training based on the expectations of regulatory bodies. Supports the professional and personal growth of others. Managers: Ensures that the competence of all employees is assessed, maintained, demonstrated, documented and improved continually. Encourages others to learn from their mistakes. Orients others regarding specified roles and how the roles support goals. Encourages compliance with mandatory training and education. Assists in managing others’ performance, facilitates performance development opportunities, coaches others through constructive feedback, takes corrective action when necessary and appraises performance. Senior Managers: Ensures goal alignment. Generates information that is useful in achieving goals. Allows time and resources for self and others to participate in growth opportunities. Organizational Ethics: We are guided by ethical values that emphasize honesty, fairness, dignity, and respect for the individual. Employees: Acts in accordance with the organization’s code of conduct. Reports potential ethics violations to management. Considers the impact of one’s actions on others before taking action. Takes a stand, but is willing to change position when provided with new information. Respects confidentiality in all communications. Acts in the best interest of the organization. Managers: Acknowledges the organization’s Ethics Committee as a vehicle for addressing patient ethics issues. Recognizes ethics issues in management decisions. Encourages others to act responsibly in uncertain situations. Follows through on promises and commitments. Displays compassion while making difficult decisions. Considers the effects of ethics violations on the organization, on oneself and on others. Leads by example. Senior Managers: Interprets the organization’s ethics standards, code of conduct and other relevant policies. Creates an environment where self and others can openly admit mistakes. Considers ethics issues as they affect patients, customers, communities, society and the professions. Counsels individuals in situations where ethics issues arise. Demonstrates uncompromising responsibility for preventing harm to people and the environment. Creates a nondiscriminatory environment.


Superior Performance: We strive for superior performance in all that we do, to preserve the hospital’s clinical, organizational and financial strength. Employees: Accepts accountability for achieving goals. Aligns daily actions with goals. Asks questions and continuously improves ways of doing things. Displays pride, dependability, open-mindedness and curiosity. Approaches challenges with confidence and perseverance. Uses appropriate information to make decisions and take action. Does things before being asked to or forced to by events. Adapts to changes in the workplace. Managers: Holds self and others accountable for goals. Identifies trends, predicts impacts, and makes appropriate modifications. Gathers data from multiple sources, examines data from multiple perspectives and seeks alternative ways to act quickly and decisively. Makes best use of resources. Promotes accountability. Seeks ways for the organization to respond appropriately to competitive challenges. Ensures that decisions are made at the appropriate organizational level. Coaches others through the phases for managing change. Uses technology effectively and efficiently. Senior Managers: Introduces ideas that help the organization respond to changing market needs. Modifies goals in response to changing market conditions. Makes decisions based on long-term impact, not short-term expediency. Moves easily from strategic issues to tactical ones. Visualizes the future, including its opportunities and threats. Strives to remove organizational constraints. Reassures others after setbacks.


Appendix B

DEPARTMENT OF RESPIRATORY CARE/RCP ASSESSMENT SHEET

PATIENT-CENTERED CARE: In all endeavors, we are guided by the needs of our patient, creating a partnership that is effective and personal across the continuum of care. Description: Treats the patient as a partner in the medical plan of care. Listens to and communicates clearly with the patient/customer regarding needs and monitors their satisfaction. Follows through promptly on patient/customer inquire requests and problems. Looks for opportunities to promote patient/customer satisfaction. Effective Performance Exemplary Performance

(2 or more to meet exemplary) ��

��

��

��

��

��

��

��

��

��

Maintains confidentiality. Divides assignments in an appropriate and fair manner in order to accomplish >90% of work ordered as staffing allows. Assures patient continuity of care. Demonstrates knowledge of patient care plan. Follow through with patient care plans within and across teams. Offers suggestions for changes in therapy based on changing patient needs.

Resource for >2 specialties (e.g.:Jet, Full Bronch, MEE, Consultant, Nitric Oxide). Seeks opportunities to improve customer satisfaction. Assist an support clinician in role responsibilities.

�� Able to prioritize workload and accommodate changes in assignment.

�� Demonstrates ability to troubleshoot patient/clinical/equipment scenarios.

�� Addresses patient/customer inquires requests, needs and problems promptly.

CONTINUOUS LEARNING: We actively support outstanding programs of education and research designed to encourage the acquisition of knowledge and skills that are of value to the organization and the community. Description: Takes responsibility for self-growth. Stays current with new tools, methods or techniques that could improve organizational and individual success. Recommends new approach and welcome others’ recommendations for change. Adapts to new practices as they are introduced.


Effective Performance Exemplary Performance (2 or more to meet exemplary)

�� Demonstrates an openness to learn & teach peers.

Gives formal IS

��

��

��

��

��

Supports and contributes to a learning environment (i.e.: team, HCT, special projects, conference summaries). Attends department Inservices and required HH training.

Working on posts BS degree or has acquired degree. Utilizes HH offered non-mandatory educational opportunities. (e.g.: EAP, PDC, computer) Member of professional organization.

COMMUNITY: We actively develop partnership that will improve our community and, as stewards of a public trust, we ensure informed and dignified care for all patients regardless of their ability to pay. Description: Recognizes the importance of the public’s opinion of the organization. Participates in community activities, (e.g.: wellness programs, community boards, voluntary work, health fairs, job fairs). Effective Performance Exemplary Performance �� As stated above Promotes Hartford Hospital

volunteerism. �� Leadership role in community

activity. COMMUNICATION: We strive to acquire and understand information, and share it clearly and effectively. Description: Provides information in a timely manner. Chooses appropriate ways to provide information. Comprehends written information. Listens actively. Speaks and writes in a clear, concise and consistent manner. Considers the other person’s point of view. Gives and asks for constructive performance feedback. Effective Performance Exemplary Performance �� Functions as TL and accurately

represent the team’s needs. Proactive approach in communicating problems/concerns & solving problems.

��

��

Uploads and Downloads in a timely manner. Keeps co-workers informed by sharing all relevant information in a timely manner.

�� Follows 5 Basic Principles. �� Attends TL meeting and accurately

represents the team needs.

�� Effective interpersonal


skills(professionalism) �� Gives thorough report demonstrating,

understanding of patient/disease process/treatment rationale.

�� Communicates problems/concerns regarding patient condition to HCT, oncoming shift and TL, if applicable.

�� Communicates problems/issues regarding staffing (e.g.: specialty resource, oncoming shift, and additional resource).

�� Consistently follows written communication guidelines per protocol (Progress notes, order generation).

�� Documents pertinent information in patient condition or behavior.

�� Consistently documents care plan (e.g.: 24-hour vent sheet, cystic, rehab).

RELATIONSHIPS: We develop and strengthen collaborative relationships with all our customers, including our patients, their families, our employees, volunteers, medical staff, and our business partners. Description: Participates willingly in achieving goals. Respects each person for the contribution they make to the team. Participates in team decisions and reinforces and supports those decisions. Maintains the self-confidence of others. Effective Performance Exemplary Performance ��

��

��

��

Moves team beyond problems to solutions and action. Consistently offers to help teammates and other teams/when appropriate.

Takes a proactive approach in solving inter/intra-team conflict. Willingly come in/stays late to meet department/team needs.

�� Accessible and accountable to team/department/ service areas.

�� Collaborates with HCT for patient care plan.

�� Promotes inter/intra-team collaboration. �� Follows 5 Basic Principles DIVERSITY: We recognize, respect and actively support differences among individuals and demonstrate this philosophy through our words and actions. Description: Sees self and others as a source of information and creativity. Shows sensitivity regarding the needs of others. Takes time to understand others as individuals. Treats others fairly and with dignity. Recognizes the right of all people to be treated equally. Does not express opinions based on stereotypes.


Effective Performance Exemplary Performance ��

��

��

As stated above Acts as a Hospital interpreter per list. Make special arrangements to accommodate patient needs. Takes a foreign language class, sign language, or self-study course language.

HUMAN RESOURCE: We support the professional and personal growth of employees in their pursuit of the hospital’s mission. Description: Sets goals, plans how to achieve them, monitors progress and demonstrates accomplishments. Knows strengths and opportunities for improvement. Maintains credentials associated with role accountabilities. Participates in mandatory education and training based on the expectations of regulatory bodies. Supports the professional and personal growth of others. Effective Performance Exemplary Performance

(2 or more to meet exemplary) ��

��

��

��

Relates SMART goals to team/department goals. Maintains licensure in a timely manner.

Acts as a preceptor. Provides clinical inservice to members of HCT.

��

��

Attends all mandatory education for JCAHO, OSHA, HH Department of Health.

Actively participates in Employee Selection processes. Contributes to the ongoing improvement of the new employee orientation tool.

ORGANIZATIONAL ETHICS: We are guided by ethical values that emphasize honesty, fairness, dignity, and respect for the individual. Description: Acts in accordance with the organization’s code of conduct. Reports potential ethics violations to management. Considers the impact of one’s action on others before taking action. Takes a stand, but is willing to change position when provided with new information. Respects confidentiality in all communications. Acts in the best interest of the organization. Effective Performance Exemplary Performance

(2 or more to meet exemplary) �� Is professional within healthcare

network. Attends 75% of team meetings.

�� Participates in organizational dynamics. Department representation in a hospital initiative.


��

��

Attendance and participation at meetings per team requirements.

Committee Attendance. Community participation, HCT participation.

��

��

��Supports team decisions/policies. Follows Department Covenant.

Active member of Employee Council or Department Committee.

SUPERIOR PERFORMANCE: We strive for superior performance in all that we do, to preserve the hospitals clinical, organizational and financial strength. Description: Accepts accountability for achieving goals. Aligns daily actions with goals. Asks questions and continuously improves ways of doing things. Displays pride, dependability, open-mindedness and curiosity. Approaches challenges with confidence and perseverance. Uses appropriate information to make decisions and take actions. Does things before being asked to or forced to by events. Adapts to changes in the workplace. Effective Performance Exemplary Performance �� Demonstrates organization,

prioritization, and time management skills.

Takes active role in developing policies and procedures.

��

��

��

��Represent team/department in a professional manner. Ability to complete work assignment utilizing additional resource when needed. Effectively manages situations with increased workloads/responsibilities.

Demonstrates a full understand of scope of the Department business. Is able to translate knowledge to their role making them an RCP of distinction as recognize by team, Department & all customers.

�� Appropriately assesses the ability to attend obligations in relation to department/team needs.


Appendix C

To: Respiratory Care Department Staff

From: Nancy Desjardins, Graduate Student

Date: March 27, 2001

Subject: Organizational Culture Assessment

Thank you for taking the time to read this memo. I am a student enrolled in

the Organizational Communication Masters Degree Program at Central

Connecticut State University. For my master’s thesis project I’m looking at

the relationship between clearly defined organizational values how they relate

to a department’s performance outcomes under the supervision of Dr. Glynis

Claffey. I would like to include your department in my investigation due to the

nature of the work you do and how it impacts the entire hospital. All of your

responses will be treated in total confidence and nobody outside of the

Central Connecticut State University research team will see your individual

responses.

Your participation in this study is voluntary and if you agree to participate,

please take a few moments to fill out the questionnaire. Add your comments

as you see fit. You may at any time stop your participation in this study by not

completing or returning this survey. Please return the completed survey in

the attached envelope to Nancy Desjardins, Performance Development

Department by Friday, April 6th. Thank you for your time and participation.

Feel free to contact me if you have any questions or concerns at extension

545-1852.


Please circle the response that represents the extent to which the following statements apply to you.

1. My job gives me satisfaction.

To a very little

extent

To a little extent To some extent To a great extent To a very great

extent

2. Employees and management in my department have a productive working

relationship.

To a very little

extent


extent

3. This organization motivates me to put out my best efforts.

To a very little

extent


extent

4. This organization respects its workers.

To a very little

extent


extent

5. This organization treats people in a consistent and fair manner.

To a very little

extent


extent

6. Working here feels like being part of a family.

To a very little

extent


extent


7. There is an atmosphere of trust in this organization.

To a very little

extent


extent

8. This organization motivates people to be efficient and productive.

To a very little

extent


extent

9. I have a say in decisions that affect my work.

To a very little

extent


extent

10. I am asked to make suggestions about how to do my job better.

To a very little

extent

To a little extent To some

extent

To a great

extent

To a very great

extent

11. This organization values the ideas of workers at every level.

To a very little extent


extent

To a great

extent

To a very great

extent

12. My opinion counts in this organization.

To a very little

extent


extent

To a great

extent

To a very great

extent


Please circle the correct answer.

Gender: Age: Education Level Employment Status a. Female b. Male

a. 16-25 b. 26-35 c. 36-45 d. 46-55 e. 56-65 f. 65 or

older

a. High School Graduate or Equivalent

b. Partial College (at least one year) or specialized training

c. College or University Graduate

d. Graduate Degree e. Other__________________

a. Full-Time b. Part Time c. Per Diem d. Volunteer e. Other________

____

Respiratory Care Team:____________________

Additional comments:

Thank you for your participation!


Nancy Desjardins is an Organizational Development Consultant at Hartford

Hospital in Hartford, Connecticut. Prior to completing her Master’s Degree in

Organizational Communication at Central Connecticut State University, she

earned a B.S. in Business and Psychology at Charter Oak State College and

an A.S. in Allied Health at Manchester Technical College. Nancy began her

career as a Respiratory Therapist in 1980 at Hartford Hospital. Nancy is a

member of the International Association of Business Communication and

New England Society for HealthCare Communication. She is married with

two children and resides in Burlington, Connecticut.

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