Creating a Service Excellence Culture
Within the American healthcare system, service excellence culture is denoted as the capacity of the provider to manage and meet the expectations of the patient continuously. All medical care systems must prioritize clinical excellence. Nevertheless, the best healthcare structures combine exceptional personal service with professional medical service excellence. According to Johnston (2004), it is not easy to define service excellence in medical care environments. The author notes that service excellence has four primary elements: solving challenges in an appropriate manner, doing an adequate job, providing a personal touch, and delivering the promise of quality medical care services. To achieve these outcomes, service providers must concentrate on the provision of exceptional care and addressing the factors that result in the dissatisfaction.
Basic Components that Determine Culture
The following are the basic components that determine the culture that both our internal and external clients experience daily. They include human resources issues; motivation; the design of our organization; and how information flows within the structure of the organization.
Human Resource Issues
Human resources play a critical role in formulating our organizational culture because it is the individuals employed by the organization through human resource practices that get to embrace and make improvements of specific sections of our culture within the structure of our organization. Any changes to the organizational culture so desired by the primary stakeholders have to be executed by the workers and through the workers. The basic human resource management practices such as employee training, selection, and recruitment exercises affect the stability and performance of our organization (Holsapple & Joshi, 2001). As such, human resource management practices can impact employee behavior and help to develop values that contribute significantly to our organizational culture.
The HR practices directly impact on stakeholder behavior through improving positive thinking regarding the initiatives of the organization towards the workers and the clients, and this, in turn, results in positive and desired outcomes for the clients and the business in general. Our HR rightfully promotes direct employee engagement policies, and this forms an integral part of our organizational culture. Employee engagement results in higher employee satisfaction levels, which further translates to better customer outcomes. The HR policy also decides the management style of the organization. Our HR practices the collegial style of management, where resources are distributed evenly. Through this style, employees become empowered to provide the best service, which results in desirable outcomes for both the internal and external clients.
Motivation plays a critical role in the staffing function of human resource management. Its primary purpose is to satisfy workers, and it is attained through continuous monitoring of worker satisfaction levels within the organization. A motivated workforce results in desirable outcomes both for internal and external clients. Since our organizational leaders actively participate in shaping organizational culture, they must be motivated to execute their duties and responsibilities to the best of their ability. A motivated workforce additionally results in positive outcomes for both the internal and external clients. Motivation breeds a positive organizational culture.
Organizational design plays a critical role in the development of the corporate culture of the organization. Organizational design denotes the firm’s unseen code that outlines how work processes are to be conducted. When accountability, the division of labor, and the chain of command are put into question, the organizational design becomes the ultimate reference. An excellent corporate design assists all stakeholders within the business chain to execute their tasks and responsibilities effectively.
Measurement and Information
The strategies used to evaluate performance are critical in shaping the organizational culture. Henri (2006) contends that cultural types linked with flexibility values promote informal and loose controls, free flow of information and lateral and open channels of communication all through the organization.
Among the four variables, the human resource function has the most significant impact on organizational culture because it is the centerpiece that connects inputs to outputs. Human resource connects all stakeholders within the value chain by looking for the “best fit” human resources to execute the tasks that result in desirable outcomes for the client. Human resource managers not only help to procure the best talent but they also mold, allocate and distribute them according to their skill-sets, thus, helping the organization to achieve its main objectives. Without the human resource management function, it would be impossible to organize operations within the organization. The workplace would be chaotic, and clients would not be satisfied with the level of service owing to the many challenges and the void created by an incompetent or overwhelmed human resource management.
A positive experience would result in repeat business and potentially better chances of earning from the same client in the future. It would also lead to increased revenues as a result of positive “word-of-mouth” marketing efforts by such clients. These would eventually help the business to expand in terms of revenues and customer growth. A negative experience, on the other hand, would jeopardize the organization’s chances of having or increasing its future earnings from the client. A dissatisfied client would never come back to the organization for more services, and, therefore, the company would be at a loss.
Henri, J. F. (2006). Organizational culture and performance measurement systems. Accounting, organizations and society, 31(1), 77-103.
Holsapple, C. W., & Joshi, K. D. (2001). Organizational knowledge resources. Decision support systems, 31(1), 39-54.
Johnston, R. (2004). Towards a better understanding of service excellence. Managing Service Quality: An International Journal, 14(2/3), 129-133.