SUSTAINING QUALITY CONTROL PERFORMANCE

Challenges Facing Managing, Achieving and Sustaining Quality Control Performance: To Reduce Staffing Turnover in Long-term Care Facilities.

Abstract

The purpose of this paper is to analyze the Challenges Facing Managing, Achieving and Sustaining Quality Control Performance: To Reduce Staffing Turnover in Long-term Care Facilities.This paper also aim to articulate the challenges of learning and advancing in service consignment systems - that present managers with imperfect information, confounded variables, and firmly connected interactions between operational and psychological factors - and present a simulator to assist managers to overwhelm these challenges. The increasing anxiety about accountability and performance enhancement has created a system of performance- based contracting in which contractors must demonstrate their program success for ensuring consistent streams of government funding. Government agencies are inclined to need that contractors evolve individual program goals along with specific performance indicators that allow program evaluation. Consequently, the substantial pressure for performance-based accountability accelerates organizational development and changes because contractors must verify that their programs are successful in alignment to maintain government funding.

 

 

Table Of Content

ABSTRACT2

Table Of Content3

INTRODUCTION5

Background5

LITERATURE REVIEW7

Leadership And Management Problem10

The Conflicting Value Challenge12

The Micromanagement Challenge14

The Motivational Challenge17

Courses Of Staffing Turnover20

Turnover24

Work Issues26

Factors affecting unscheduled turnover27

Inadequate socialization27

Perceptions of organizational injustice and exclusion from decision-making29

Reduced Expectations For Permanent Work30

Low Tolerance For Seen Inequity32

Low Levels Of Commitment33

The Challenges Of Managing Service Quality35

Cost Effect39

Focus on Operating Costs and the Cost of Poor Quality39

Limit Rework through Enhanced Quality40

Continual Improvement of Systems, Processes, and Methods41

Attention to Customer Retention42

Reduce Employee Turnover42

Simulator Assumptions43

Service Capacity Subsystem44

Service Backlog Subsystem47

Quality/Time Pressure Subsystem49

Market Response Subsystem50

Simulator Interface51

Using the SQM Simulator54

Managers Can Trial With Alternative Strategies56

New Technologies And Strategies Can, More Competently, Be Discovered And Understood56

Managers can learn why scenarios might develop in particular ways56

Decision-Making And Communications Will Be Improved57

Solution To Reducing Staffing Turn Over57

Employer/employee relationship61

Future directions and research62

Summary And Conclusions63

REFERENCES65

Appendices76

Introduction

Background

Learning is a feedback process. Using feedback information about the impact that our actions have in the real world we can revise the decisions that we make to convey the real world to a state closer to our goals or update the models we use to make sense of the world. For learning to happen, although, the feedback process of act, assemble information, assess, and update (either decisions or models) has to work competently and fast sufficient relative to the rate at which the real world is changing and rendering our information obsolete. Yet, in the real world, this process often does not operate well. Among the reasons why the learning feedback process breaks Sterman has identified:

Dynamic complexity, imperfect information about the state of the real world, confusing and ambiguous variables, poor scientific reasoning skills[…] and the misperceptions of feedback that hinder our ability to understand the structure and dynamics convoluted systems.

Service consignment systems - more specifically, high contact, customer services - are particularly laden with such barriers for learning. Servers (employees) and customers convey to a service transaction their psychological attributes, perceptions, and expectations. Furthermore, services are made in front of customers and often with direct collaboration from them, thus conveying employees and customers physically and psychologically ...