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The mission, vision, values and ethics statements are used to give a strategic direction to the organization. It is important for every individual to find strong values that are illustrated by the vision statement and undertaken by the mission statement to help the organization seek success in this competitive business world (Rampersad, 2006). The paper discusses the importance and ways that are used to implement mission, vision, values and ethics statement in a health service organization.
The importance of mission, vision, values and ethics statements are discussed in the points given below:
Mission Statement:
The mission statement helps to define the products or services, business and customers of the organization.
The mission statement allows an organization to differentiate itself from its competitors by answering some major questions that are “what the organization does”, “for who does the organization works” and “what are its benefits”.
Vision Statement:
The vision statement helps to describe the future of the organization that could be accomplished by achieving its mission.
The vision statement helps to bridge the current condition with the future by establishing proper standards for excellence.
Value Statement:
The values statement serves as a policy to raise desired behaviors in an organization.
The values statement helps to present the important policies and principles that must be followed by every member of the organization to fulfill its mission and targets.
Ethics Statement:
The ethics statement is required to maintain sustainability in the organization that is essential in the highly competitive business world.
It is also required to maintain organization culture to improve individual as well as organization’s performance.
In order to encourage the staff members of the organization to engage the mission and vision statements, the agency must apply three successful strategies as described underneath section.
Endorse potency-based Coaching: Potency-based coaching can be termed as one of the finest techniques to energize the organizational employees to perform their tasks at the highest potential (Houger, 2006). With this particular method, the organizational administrative can identify the intensification of the employees to complete the corresponding organizational goals.
Align Human Resources and Organizational Goals: In the case of setting individual goals for the human resources, the organization must reinforce sufficient measures to support work of the employees (Rosati, Marren, Davin & Morgan, 2009). With the help of performance management, healthcare corporations can prioritize the organizational objectives to motivate the employees (Piersol, 2007). Define assessable goals can ultimately work for the employees to improve their performance.
Recognize Employee Attainment: In the case of encouraging the organizational staffs, recognition for completing a task matters the most to the employees. Outstanding acknowledgments for the employees for a successful job can work for employee satisfaction (Anik, Aknin, Norton, Dunn & Quoidbach, 2013). In this way, such initiatives avert the human resources from feeling unenthusiastic or undervalued.
In the case of contrary supervisee misconduct, the management of the healthcare organizations must enhance the particular knowledge resources and organizational culture to get the employees on the right track. Most importantly, meetings with the supervisee can be a permanent solution to this issue (Abernathy, 2003). The managers and leaders must ask three questions of the employees within the counseling session as follows.
1. What do you think about self-awareness of behaviors and enthusiasm?
2. What are the major competencies to achieve the organizational goals?
3. How do the organizational ethical codes and multiculturalism values motivate your performance?
In the counseling session, the employees must be briefed about the organizational ethics to serve the people efficiently and honestly to motivate them achieving the mission, vision, and values.
References
Abernathy, W. (2003). A behavior-based employee performance system. Performance Improvement,42(5), 15-18. http://dx.doi.org/10.1002/pfi.4930420505
Anik, L., Aknin, L., Norton, M., Dunn, E., & Quoidbach, J. (2013). Prosocial Bonuses Increase Employee Satisfaction and Team Performance. Plos ONE, 8(9), e75509. http://dx.doi.org/10.1371/journal.pone.0075509
Houger, V. (2006). Trends of employee performance. Collaborative effort between managers and employees. Performance Improvement, 45(5), 26-31. http://dx.doi.org/10.1002/pfi.2006.4930450508
Piersol, B. (2007). Employee engagement and power to the edge. Performance Improvement, 46(4), 30-33. http://dx.doi.org/10.1002/pfi.122
Rampersad, H. (2006). Self-examination as the road to sustaining employee engagement and personal happiness. Performance Improvement, 45(8), 18-25. http://dx.doi.org/10.1002/pfi.4930450805
Rosati, R., Marren, J., Davin, D., & Morgan, C. (2009). The Linkage between Employee and Patient Satisfaction in Home Healthcare. Journal For Healthcare Quality, 31(2), 44-53. http://dx.doi.org/10.1111/j.1945-1474.2009.00018.x
