1. Feedback cannot be emphasized enough in most organizations. I lead many performance improvement activities in hospitals. The sharing of data and results is key. It leads to more empowered employees.

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For instance, I led a group which aimed to reduce preventable readmissions. A readmission is considered to be clinically related to a prior admission and potentially preventable if there was a rea­sonable expectation that it could have been prevented by one or more of the following:

(1) the provision of quality care in the initial hospitalization, (2) adequate discharge planning, (3) adequate post­-discharge followup, or (4) improved coordination between inpatient and outpatient health care teams. The team started working on adequate discharge planning. We shared data with every unit and had a daily report of patients readmitted within 30 days. The nurses on the units were more engaged with the actual daily data and patients names than with the old nameless quarterly report which just showed numbers.

What are some ways you can share data with caregivers to promote engagement? Why are they effective? 150-200 words

2. There is a direct relationship between employee engagement and key performance outcomes within an organization. If employees are actively engaged in their workplace it will lead to better productivity, increased profits, and greater patient satisfaction.

I have been lucky enough to work with one of the country’s best workplace engagement gurus named Joe Tye. He has a great values training book called “The Cultural Blueprint. (Tye, 2013).” In the book he shows an “Attitude Bell Curve” to demonstrate the cost of engagement and disengagement in the workplace. He has found that 15% of employees are actively disengaged, 60% are disengaged, and only 15% are actively engaged (p. 26). The three categories he used to describe the groups are the Vampires, the Zombies, and the Sparkplugs.

What are some specific methods to increase employee engagement in healthcare? 150-200 words

Tye, J. (2013). CEO and Head Coach, Values Coach Inc. Salon, IA. The Cultural Blueprint

**Please remember to indicate which words are yours and which are the research

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