Cultural Competency and Healthcare - PDF
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Uploaded by SolidCarnelian590
Sampson Community College
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This document covers topics related to cultural competency in healthcare and employee motivation. It explores the impact of demographics, health disparities, and the importance of engaged employees. The document references studies and provides strategies for effective management.
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CH 3 (Rubino) · Cultural competency - the ability to understand and respect different cultures, and to work effectively with people from diverse backgrounds. It's a process that involves ongoing learning....
CH 3 (Rubino) · Cultural competency - the ability to understand and respect different cultures, and to work effectively with people from diverse backgrounds. It's a process that involves ongoing learning. · Impact of diversifying population on healthcare - requiring a diverse healthcare workforce to effectively address the varying cultural needs, languages, and health beliefs of patients, leading to better communication, improved patient trust, and ultimately, better health outcomes for all demographics · Unconscious bias - Outsides one's conscious awareness often leading to common misjudgements that may make others feel excluded Stereotypes/Shortcuts - Mental shortcuts that help people quickly categorize and make assumptions about groups of people - They can be based on age, gender, weight, skin color, or occupation. Mindfulness - Being self aware, checking in with yourself regularly to be sure your biases are not leading your thoughts and behaviors · Healthcare/Health Disparities - Research indicated that there are differences in access to health care, the way services are provided, and overall health status by race, ethnicity, etc - Leadership challenge- to create organizational cultures that avoid discrimination and celebrate differences to work toward improving disparities · isparities in probability of being uninsured,by race & ethnicity D - Minorities comprise ⅓ of the population but account for more than ½ of the uninsured: - Access to primary care and other health services are limited - Care is lower quality - Outcomes are worse typically · Disparities in death rates by race & ethnicity - · Root causes leading to racial disparities in healthcare; IOM key studies; Flexnor Report - Health system factors:such as accessing and navigatingthe complex HC system especially when language barriers exist - Care process factors: such as a prover communicationproblems such as lack of knowledge and skills, prejudice, discrimination = patient mistrust - Patient level factors:such as patient refusal ofservices non compliance to treatment plans and delay in seeking care · Determinants of Health - Social determinants of health: gender, socioeconomic status, employment status, educational attainment, food security status, availability of housing and transportation, racism, and health system access and quality - ehavioral determinants of health: examples include patterns of B overweight and obesity, exercise norms, and use of illicit drugs, tobacco, or alcohol - nvironmental determinants of health: examples include lead exposure, E asthma triggers, workplace safety factors, unsafe or polluted living conditions - iological and genetic determinants of health: examples include family B history of heart disease and inherited conditions such as hemophilia and cystic fibrosis CH 3 (Management & Motivation, Shanks & Dore) Data that supports benefits of engaged/motivated employees - Engagement = motivation - Engaged employees (1.2 million > 800 hospitals) are more productive, focused more, safer, loyal to their employers, model positive pro organizational behaviors Engagement and Motivation - otivation: the act or process of providing a motive that causes a person to act to M fulfill an organizational need - Comes from some need that leads to behavior that results in some type of reward when the need is fulfilled - “work/life” balance Rewards - Extrinsic rewards: reinforcements given by another person - ex)money, benefits, flexible schedules, job responsibilities and duties, promotions, changes in status, etc - Intrinsic rewards: derived from within an individual - ex) pride in a job well done, healthy relationships, meaningful work, competence, choice, progress Beck & Harter, 2015; Gallup polls - High employee engagement linked to vital performance indicators: - Customer rating - Higher profitability - Productivity and quality (fewer defects) - Lower turnover - Less absenteeism - Less shrinkage (theft) - Fewer safety incidents - Being successful in a job/program does not mean they will manage others well Motivational strategies ) 1 ollow the platinum rule F 2) Be strong without being harsh 3) Remember that communication is a two way street 4) Be a role model not a preacher 5) Be transparent 6) Be humble 7) Take a genuine interest in employees work life balance Motivation across generations - C managers need to embrace the challenges, opportunities and new strategies H needed to motivate them - Values, preferences and experiences of baby boomers have traditionally rules the workplace - Generations in the workplace currently: traditionalists, boomers, Gen x, millennials Harvard Business Review (Benson, 2016) · Be able to apply concepts discussed in Mr. Exline/Ms.Rickert’s interview to concepts from CH 4 & CH 3 (Shanks & Dore) and other sources above - 015 gallup poll found that millennials are the least engaged cohort in the workplace 2 only 28.9% said they are engaged at work - Flex time is one way to attract this group - Tips for managers/execs to engage this group and improve productivity and outcomes - Create a deeply compelling vision of what the company or team is contributing to society - Train managers and supervision to communicate openly, effectively, and frequently - Embrace tech and make collaboration a way of doing business - Build an entrepreneurial environment that encourages employees to research and develop their ideas - Loosen up the notion of the career ladder - ccording to Gallup research, understanding the relationship between demographics A and engagement is important - Managers could work to put people where their engagement has the most potential to flourish - All workers have different talent, skills, and experiences and need to be managed individually, however the impact of demographics on employee engagement is powerful
