Dan just started as the new CEO of Skyview Hospital, a 150-bed hospital in the suburbs, which is an affiliate of a large hospital system. Before agreeing to take the position, he understood that the hospital has struggled clinically, financially, and with patient, employee, and physician satisfaction. In addition, the hospital does not have a positive reputation in the community. He knows he has a lot to do to turn things around.

Dan has been coming in early every day, reading as many reports as he can to better understand some of the issues. So far, he has combed through most of the clinical and financial reports. Today Dan began reviewing some of the satisfaction reports. Over time, the hospital has consistently surveyed its employees, physicians, and patients to determine their level of satisfaction.

Dan decided to start with the employee satisfaction surveys, as he knows that his employees are critical stakeholders and one of the most important factors for the hospital’s success.

As he begins reviewing the employee engagement scores, Dan can see many areas that need improvement. The overall score puts Skyview in the bottom quartile of the hospital system and the nation. It’s no wonder the hospital’s employee turnover is over 30 percent. The employee survey highlights several areas that need improvement.

Case Questions: Part 1 1. Why would the employees feel this way?

2. What perceptional theories may cause these employees’ beliefs?

3. How could Dan turn employee perceptions around?