Motivating Employees and Job Enrichment

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Motivating Employees and Job Enrichment
Roger Drexler
GM 591-Leadership and Organizational Behavior
August 23, 2011

I. Introduction
Providence Health & Services is a not-for-profit Catholic health care ministry committed to providing for the needs of the communities it services. Providence’s scope of services includes 27 hospitals, 214 physician clinics, senior services and supportive housing, a health plan, a liberal arts university, a high school, and many other health and housing services. Providence ministries employ more than 52,000 people who serve 42 communities across five states. Providence Health Systems spans the states of Alaska, California, Montana, Oregon, and Washington.

My role within the Providence Health & Services organization is at the level of Tier 1 Helpdesk Support. The Tier 1 Helpdesk Support environment is divided into four different regions and each center is located in that state, Washington supports both Washington and Montana services. Within the Oregon Helpdesk center, there are 17 technicians that support the helpdesk 24 hours a day, 7 days a week, and 365 days a year. There are over 500 different software applications presently used within Oregon Providence ranging from computer software as Microsoft Office to healthcare specific software such as Centricity EMR. The Oregon Helpdesk receives approximately 2,700 calls a week ranging from simple password reset requests to all sites system failures. Helpdesk staff that work Monday through Friday schedules, from a timeframe of 6 am to 6 pm, will encounter most of the support request phone calls. Staffing during these times are at their greatest with up to 15 support staff working at one time, before shift changes occur. Employees that works during these times can have upwards of 60 calls or more in a day. As the day progresses, the swing shift staff can have upwards to 40 calls per day, and the evening staff can have upwards of 10 to 15 calls per day. It is evident that the majority of the support request phone calls come from a time of 6 am to 6 pm, Monday through Friday.

II. Identification of the Problem
Motivation and job enrichment are at the core of the issues facing the Providence Helpdesk Support team. Providence Health & Systems has eliminated 85 positions and plans to slash $250 million in spending over the next three years (Giegerich, 2011). Nearly one-third of the reductions will come through layoffs (Giegerich, 2011). There is a current concern with the Helpdesk staff that the entire Helpdesk Support will be moved to one centralized location, eliminating positions and centralizing all support processes. In 2009, Providence eliminated some Helpdesk positions at all locations. The elimination of these positions placed a greater amount of work load on the remaining staff. The amount of calls taken per day increased for each agent, the amount of abandoned phone calls increased, increased workloads, less follow-up time ensued with this change. The Helpdesk daily phone matrix indicated the increased amount of phone calls, the increased abandoned rates, and the decreased follow-up time. The daily review of the daily phone matrix has decreased morale and overall performance has suffered. Providence Health & Services is in the process of implementing a new health management system software application within the next four months. With the implementation of the new health management system software, Providence is also in the process of implementing a new Helpdesk ticket agent software. The Helpdesk role is going to go through a rapid change process with learning and using a new helpdesk ticketing software. Then with the implementation of Epic, the new health management system, the Helpdesk agents will have a steep learning curve to understand Epic and how to troubleshoot and resolve the many expected issues with the new software. The average years of experience within the Oregon Helpdesk is a...
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