Creating a more caring work environment

Article Abstract:

Interpersonal skills should be assessed as part of employee performance evaluations to promote high employee morale and job satisfaction. At South Bend, Indiana's Memorial Hospital, a personnel program originally designed to ensure the comfort of patients, known as the "guest relations" program, has been expanded to apply to employee relations. The key to the program is recognizing that interpersonal skills are part of an employee's competence rating. Guest relations criteria that can be quantifiably evaluated are identified, including: answering telephone calls within three rings; greeting people in a friendly matter before discussing business; wearing name badges; and knocking before entering a room. These courtesy criteria are supported by personnel policies that stress: explaining the guest relations program to job applicants; emphasizing guest relations in employee orientation programs; developing training courses to teach guest relations skills; ensuring that managers conform to guest relations standards; and positively reinforcing guest relations behavior with employee recognition programs. The benefits of the guest relations personnel policies are also discussed.

General medical & surgical hospitals, Social aspects, Usage, Case studies, Hospitals, Work environment, Interpersonal relations, Job satisfaction, Social skills, Indiana, South Bend, Indiana

---

The first day at work

Article Abstract:

Supervisors should spend as much time as possible with new employees on their first day of employment. Conversational techniques to use to put the new employee at ease are suggested, as are activities to pursue during the first day of employment, such as introducing the employee to coworkers, showing the new employee the physical (and hierarchical) lay-out of the office, and taking the new employee to lunch. Ten items to help orient the new employee are: (1) showing the employee his workstation, (2) informing the employee where supplies are kept, (3) giving the employee an office directory, (4) explaining the telephone system, (5) noting the location of rest rooms, (6) informing the employee of coffee-break regulations, (7) demonstrating the use of photocopying equipment, (8) showing the employee where files are kept, (9) giving the employee a tour of the cafeteria, and (10) showing the employee the lounge.

Employee orientation

---

Similar abstracts:

• Abstracts: Accord on workforce reductions at Opel. Tackling racial discrimination at work. Spain
• Abstracts: Paying for change. Ten years on from Bullock. Lessons from the GLC: personnel in practice
• Abstracts: Guidelines for hiring safety personnel. Hiring design specialists. Locate and hire technical employees
• Abstracts: Where stress screening falls short. The macho manager: it's no myth. Can a manager be a counsellor?
• Abstracts: Adult training through college-company partnerships. Long-distance learning. Teaching supervisors to coach

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.