ABSTRACT
The purpose of this mixed methods study was to examine the impact of unplanned change, driven by the COVID-19 pandemic, on organizational culture and employee retention among essential workers in a growing healthcare organization. The research addresses the importance of employee retention, including factors related to retention, consequences of retentions, and the financial impact of employee attrition. Additionally, the research addresses employer strategies to increase retention, such as organizational culture, job satisfaction, employer brand, and generational differences in the workplace. The conceptual framework used for this research is an adaptation of the Burke-Litwin model of organizational performance and change (BLMOPC). The study sought to examine the change to the organization caused by the external environment factor of the COVID-19 pandemic by exploring the transactional factors of work unit climate and individual needs and values. Data collection consisted of a survey instrument and interviews with survey participants. The findings and results support the conceptual framework suggesting that the transformational factor of organizational culture is influenced by the transactional factors which can be leveraged to inform leaders and turn the COVID-19 crisis into an opportunity to create a stronger organizational culture. Recommendations to address the impact of the COVID-19 on organizational culture and employee retention are discussed and include a quantified and transparent approach to compensation and developing an organizational culture that promotes work-life balance and leadership presence. (PsycInfo Database Record (c) 2023 APA, all rights reserved)
ABSTRACT
The purpose of this mixed methods study was to examine the impact of unplanned change, driven by the COVID-19 pandemic, on organizational culture and employee retention among essential workers in a growing healthcare organization. The research addresses the importance of employee retention, including factors related to retention, consequences of retentions, and the financial impact of employee attrition. Additionally, the research addresses employer strategies to increase retention, such as organizational culture, job satisfaction, employer brand, and generational differences in the workplace. The conceptual framework used for this research is an adaptation of the Burke-Litwin model of organizational performance and change (BLMOPC). The study sought to examine the change to the organization caused by the external environment factor of the COVID-19 pandemic by exploring the transactional factors of work unit climate and individual needs and values. Data collection consisted of a survey instrument and interviews with survey participants. The findings and results support the conceptual framework suggesting that the transformational factor of organizational culture is influenced by the transactional factors which can be leveraged to inform leaders and turn the COVID-19 crisis into an opportunity to create a stronger organizational culture. Recommendations to address the impact of the COVID-19 on organizational culture and employee retention are discussed and include a quantified and transparent approach to compensation and developing an organizational culture that promotes work-life balance and leadership presence. (PsycInfo Database Record (c) 2023 APA, all rights reserved)