group 6 genesis-revised
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Morris Hills CenterMorris Hills Center
By:Yulgoo Nyhan
Kristine SchweitzerRutu Shah
NUFD 352: Group 6
Montclair State University
By:Yulgoo Nyhan
Kristine SchweitzerRutu Shah
NUFD 352: Group 6
Montclair State University
ContentsContents
1. Purpose of study
2. Company background review
3. Literature review
4. Methodology
5. Results
6. Key findings
7. Future research suggestions
8. References
1. Purpose of study
2. Company background review
3. Literature review
4. Methodology
5. Results
6. Key findings
7. Future research suggestions
8. References
Purpose Of StudyPurpose Of Study To assess the organizational structure of the food service
department
To assess understanding of total quality management principles
To assess human resources policies, systems of delivery, data collection efforts and SWOT analysis
To determine whether or not the facility’s food service department has reached Genesis Health Care’s mission of commitment to high quality and customer satisfaction.
To assess the organizational structure of the food service department
To assess understanding of total quality management principles
To assess human resources policies, systems of delivery, data collection efforts and SWOT analysis
To determine whether or not the facility’s food service department has reached Genesis Health Care’s mission of commitment to high quality and customer satisfaction.
HypothesesHypotheses
1. The food service director is familiar with Genesis Health Care’s mission of improving quality and satisfying customers as well as implementing these ideas into their practice.
2. The residents are highly satisfied with the food service department.
1. The food service director is familiar with Genesis Health Care’s mission of improving quality and satisfying customers as well as implementing these ideas into their practice.
2. The residents are highly satisfied with the food service department.
Genesis HealthCareGenesis HealthCare
One of the largest long-term care providers in the nation.
More than 400 nursing home and assisted living centers across 29 states in the United States.
Nearly 1,500 rehabilitation programs in 45 states. Has both short stay and long term care services
Specializes in Alzheimer's care, orthopedic rehabilitation, ventilator care, dialysis care and assisted living services in many of their centers.
One of the largest long-term care providers in the nation.
More than 400 nursing home and assisted living centers across 29 states in the United States.
Nearly 1,500 rehabilitation programs in 45 states. Has both short stay and long term care services
Specializes in Alzheimer's care, orthopedic rehabilitation, ventilator care, dialysis care and assisted living services in many of their centers.
Genesis HealthCareGenesis HealthCare
Genesis HealthCare opened in 2003 as a spin-off from Genesis Health Ventures
Genesis Health Ventures was established in 1985 with nine centers and a management team that believed nursing homes should be proactive centers of health care, rather than centers
focused solely on custodial care for the elderly.
Genesis HealthCare opened in 2003 as a spin-off from Genesis Health Ventures
Genesis Health Ventures was established in 1985 with nine centers and a management team that believed nursing homes should be proactive centers of health care, rather than centers
focused solely on custodial care for the elderly.
Morris Hills CenterMorris Hills Center
Morris Hills Center: 77 Madison Ave., Morristown, NJ 07960
Morris Hills Center: operated by Genesis HealthCare
Provides nursing, medical rehabilitative care for outpatients and residents.
≈ 240 residents and 260 beds
Morris Hills Center: 77 Madison Ave., Morristown, NJ 07960
Morris Hills Center: operated by Genesis HealthCare
Provides nursing, medical rehabilitative care for outpatients and residents.
≈ 240 residents and 260 beds
Literature ReviewLiterature Review
Talib (2011): Ultimate aim of healthcare is customer satisfaction”. Customer satisfaction can help recovery-
Otani (2009) : Patient satisfaction with food is an important factor to overall patient satisfaction
Talib (2011): “Manager’s responsibility to ensure that satisfaction is converted into commitment in the long run” Can be done through CQI
Friesner (2009): If satisfaction scores are already high, still use
CQI, there is no end goal Nwabueze (2011): It is
important to be an effective
manager for TQM to work
Talib (2011): Ultimate aim of healthcare is customer satisfaction”. Customer satisfaction can help recovery-
Otani (2009) : Patient satisfaction with food is an important factor to overall patient satisfaction
Talib (2011): “Manager’s responsibility to ensure that satisfaction is converted into commitment in the long run” Can be done through CQI
Friesner (2009): If satisfaction scores are already high, still use
CQI, there is no end goal Nwabueze (2011): It is
important to be an effective
manager for TQM to work
MethodologyMethodology
Criteria: A nursing home facility with a large parent company A food service director who would allow us access to his
facility
Materials Manager script that includes relative issues in long-term care Employee survey that gathers all aspects of satisfaction data Customer survey to determine customer’s overall satisfaction
on a five-point Likert scale Methods
Scheduled a formal manager interview Interviewed employees on two separate occasions for
variety Interviewed patients on three separate occasions during
mealtime
Criteria: A nursing home facility with a large parent company A food service director who would allow us access to his
facility
Materials Manager script that includes relative issues in long-term care Employee survey that gathers all aspects of satisfaction data Customer survey to determine customer’s overall satisfaction
on a five-point Likert scale Methods
Scheduled a formal manager interview Interviewed employees on two separate occasions for
variety Interviewed patients on three separate occasions during
mealtime
Manager Interview Results
Manager Interview Results
The manager, Brett Ortiz, was interviewed on March 6, 2013
He oversees 41 employees He knows Genesis HealthCare’s
Mission Statement He offers a 3-week cycle menu that changes
twice a year, daily “Chef’s Specials”, and three permanent alternatives: hamburger, ham and cheese, and pasta primavera.
Findings were orgnaized into a SWOT analysis
The manager, Brett Ortiz, was interviewed on March 6, 2013
He oversees 41 employees He knows Genesis HealthCare’s
Mission Statement He offers a 3-week cycle menu that changes
twice a year, daily “Chef’s Specials”, and three permanent alternatives: hamburger, ham and cheese, and pasta primavera.
Findings were orgnaized into a SWOT analysis
Manager Interview Results
Manager Interview Results
Strengths Food
Truly great tasting food Unique plate presentation Non-institutional
Tray Tracker Software allows easy customization Improvement in patient satisfaction Decentralized dining model
Weaknesses Staff
Do not take initiative Are not responsible Are not compliant Are not motivated Must threaten there jobs to get them to do as he wishes
Strengths Food
Truly great tasting food Unique plate presentation Non-institutional
Tray Tracker Software allows easy customization Improvement in patient satisfaction Decentralized dining model
Weaknesses Staff
Do not take initiative Are not responsible Are not compliant Are not motivated Must threaten there jobs to get them to do as he wishes
Manager Interview Results
Manager Interview Results
Opportunities Patients that eat in the dining room are more
satisfied Immediate response Second helpings Unique plate presentation Dissuade negative feedback
Threats Sanitation is not easy when you work inside an old
kitchen Bad economy gives him a lower budget Some patients are just never satisfied
Opportunities Patients that eat in the dining room are more
satisfied Immediate response Second helpings Unique plate presentation Dissuade negative feedback
Threats Sanitation is not easy when you work inside an old
kitchen Bad economy gives him a lower budget Some patients are just never satisfied
Employee Interview Results
Employee Interview Results
The assistant manager was present for all interviews
No employees knew the mission statement Most employees said they felt valued but could
not elaborate The employees feel empowered to please guests Mostly satisfied with there job Felt as though the manager was personable and
felt as they could tell him things about their personal and work problems and ideas
Do not receive performance reviews Some have opportunity to advance others do not Assistant managers have larger role in the
company
The assistant manager was present for all interviews
No employees knew the mission statement Most employees said they felt valued but could
not elaborate The employees feel empowered to please guests Mostly satisfied with there job Felt as though the manager was personable and
felt as they could tell him things about their personal and work problems and ideas
Do not receive performance reviews Some have opportunity to advance others do not Assistant managers have larger role in the
company
Customer Survey Results
Customer Survey Results
10 question survey
Customer survey results evaluated using the SERVQUAL service quality framework
Questions 1-9 were on different aspects of dietary department
Satisfaction with food, service, dining environment, employee knowledge about needs, employee helpfulness meeting these needs, choices of food offered, tray service, ability to provide feedback and level of mealtime assistance
Question 10 was overall satisfaction with entire department
Each question was a 5-item Likert scale (1 highly dissatisfied – 5 highly satisfied) with an additional section for written in comments
10 question survey
Customer survey results evaluated using the SERVQUAL service quality framework
Questions 1-9 were on different aspects of dietary department
Satisfaction with food, service, dining environment, employee knowledge about needs, employee helpfulness meeting these needs, choices of food offered, tray service, ability to provide feedback and level of mealtime assistance
Question 10 was overall satisfaction with entire department
Each question was a 5-item Likert scale (1 highly dissatisfied – 5 highly satisfied) with an additional section for written in comments
1
Highly Dissatisfied %(#)
2
Somewhat Dissatisfied
%(#)
3
Neutral
%(#)
4
Somewhat Satisfied
%(#)
5
Highly Satisfied
%(#)
Did not answer
%(#)
Average
Rating
Food 11.5% (6) 13.5% (7) 9.6% (5) 46.2% (24) 19.2%( 10) 0% (0) 3.48
Service 3.8% (2) 9.6% (5) 11.5% (6) 30.8% (16) 42.3% (22) 1.9% (1) 4.0
Dining Environment 1.9% (1) 1.9% (1) 5.8% (6) 21.2% (11) 44.2% (23) 25% (13) 4.38
Employee Knowledge
3.8% (2) 3.8% (2) 17.3 (9) 25% (130 30.8% (16) 19.2% (10) 3.93
Employee Helpfulness
3.8% (2) 5.8% (3) 5.8% (3) 36.5% (19) 44.2% (23) 3.8% (2) 4.16
Ability to Provide Feedback
7.7% (4) 11.5% (6) 13.5% (7) 30.8% (16) 34.6% (18) 1.9% (1) 3.75
Choices of Food Offered
7.7% (4) 11.5% (6) 9.6% (5) 40.4% (21) 30.7% (16) 0% (0) 3.75
Tray Service (setup, temperature, etc.)
1.9% (1) 21.2% (11) 21.2% (11) 28.8% (15) 19.2% (10) 7.7% (4) 3.45
Dining Assistance 0% (0) 13.5% (7) 5.8% (3) 21.2% (11) 42.3% (22) 17.3% (9) 4.12
Figure 1: Customer satisfaction on various aspects of dietary department (n=52)
Customer SurveyCustomer Survey
Most comments were made by those who rated being somewhat or highly dissatisfied
Food: Low grade, not tasty, cold, undercooked. Some did say that
the food was excellent and arrived hot
Service: Lazy, rude servers, lack knowledge and engagement, no ability to provide feedback, some said that servers were excellent and aimed to please
Most comments were made by those who rated being somewhat or highly dissatisfied
Food: Low grade, not tasty, cold, undercooked. Some did say that
the food was excellent and arrived hot
Service: Lazy, rude servers, lack knowledge and engagement, no ability to provide feedback, some said that servers were excellent and aimed to please
Overall Customer Satisfaction Data
Overall Customer Satisfaction Data
Of the 52 customers interviewed the mean score was 3.94 out of 5.
Key FindingsKey Findings Utilized the RATER model (reliability, assurance,
tangibles, empathy, and responsiveness) to determine the gaps
Manager/Customer – Food quality Manager believes the food tastes good and
has a good plate presentation Although majority of patients were highly or somewhat satisfied with the food, some commented that
the food was “low grade” and “not tasty”. Also complained about temperature
Manager needs to work on improving tray service, and making menu options for those on altered consistency diets more appetizing
Utilized the RATER model (reliability, assurance, tangibles, empathy, and responsiveness) to determine the gaps
Manager/Customer – Food quality Manager believes the food tastes good and
has a good plate presentation Although majority of patients were highly or somewhat satisfied with the food, some commented that
the food was “low grade” and “not tasty”. Also complained about temperature
Manager needs to work on improving tray service, and making menu options for those on altered consistency diets more appetizing
Key FindingsKey Findings
Manager and Customer – Service quality
Manager states that he provides face-to-face interaction with patients, and that he is proud of the fact that he increased customer satisfaction since 2011 (76% to 90%)
Our findings were that satisfaction did not increase (73%). Patients stated that the staff was lazy, rude, not knowledgeable and they could not provide feedback.
Manager can increase staff education and training, also conduct in depth satisfaction surveys periodically to know what their successes and deficiencies are
Manager and Customer – Service quality
Manager states that he provides face-to-face interaction with patients, and that he is proud of the fact that he increased customer satisfaction since 2011 (76% to 90%)
Our findings were that satisfaction did not increase (73%). Patients stated that the staff was lazy, rude, not knowledgeable and they could not provide feedback.
Manager can increase staff education and training, also conduct in depth satisfaction surveys periodically to know what their successes and deficiencies are
Key FindingsKey Findings Manager /Employees
Neither Genesis HealthCare nor the manager measure employee satisfaction
Mr. Ortiz threatening employees jobs shows lack of leadership skills and may backfire
Uses dissatisfiers, such a small monetary gifts Does not use satisfiers like employee incentives or recognition Good Interpersonal skills does not make him an efficient leader Employees feel empowered to please guests is a satisfier Focusing on ratings instead of the future shows poor
leadership skills The route to better ratings may be through employees
happiness Employees do not know the mission statement means
employees can interpret the mission in there own way Employees that believe there is no opportunity for
advancement may believe hard work goes unrewarded
Manager /Employees Neither Genesis HealthCare nor the manager measure
employee satisfaction Mr. Ortiz threatening employees jobs shows lack of leadership
skills and may backfire Uses dissatisfiers, such a small monetary gifts Does not use satisfiers like employee incentives or recognition Good Interpersonal skills does not make him an efficient leader Employees feel empowered to please guests is a satisfier Focusing on ratings instead of the future shows poor
leadership skills The route to better ratings may be through employees
happiness Employees do not know the mission statement means
employees can interpret the mission in there own way Employees that believe there is no opportunity for
advancement may believe hard work goes unrewarded
Future Study SuggestionsFuture Study Suggestions
Ensure that patient survey questions match those asked to manager
Ask more specific questionsIncrease sample size for accuracy
Ensure that patient survey questions match those asked to manager
Ask more specific questionsIncrease sample size for accuracy
Future Study SuggestionsFuture Study Suggestions
Questions?Questions?