Mathew Nebu Varughese, Liu Chaojie, Khalil Hanan
La Trobe University, Melbourne, VIC, Australia.
Inquiry. 2024 Jan-Dec;61:469580241233250. doi: 10.1177/00469580241233250.
It has been highlighted the increasing CEO turnover is a major issue for Australian and international health care organizations. Some of the negative consequences of CEO turnover includes organizational instability, high financial costs, and affecting patient care. On average, CEOs leave their role within 1 to 2 years after commencement, which can be detrimental to the hospital's overall functioning. Therefore, this study aims to identify the causes and consequences of increasing CEO turnover in health care, so retention strategies could be devised. Fourteen hospital CEOs across Australia were interviewed online to answer 5 open ended questions related to qualities of a CEO, challenges of the CEO role, Causes and consequences of increasing CEO turnover and recommendation for CEOs retention. Interviews followed a semi-structured schedule to prompt discussion in relation to the above. The study has identified that CEOs possess certain qualities such as self-awareness, leadership style, resilience that enable them to perform their role well. Challenges of this role such as COVID-19, managing organizational change staff management has been found and discussed. Broadly, causes have been divided into 5 major categories such as Organization, Performance, Pressure, Personal and Health reform. It was found that increasing CEO turnover can be damaging to the hospital, not just the staff and patients suffer but the surrounding community gets adversely affected. To minimize CEO turnover, it was suggested that the board needs to support their CEO by advocating and investing in organizational culture and leadership programs. The findings of this study aid, the board with certain strategies through which CEO can be supported. CEOs made certain recommendations in this study to minimize the turnover which can make such a big impact on health care as this may lead to better functioning hospitals in Australia. Moreover, these strategies could be used internationally to help them CEOs retain in their position.
人们已经强调，首席执行官（CEO）更替率不断上升是澳大利亚和国际医疗保健组织面临的一个主要问题。CEO更替带来的一些负面后果包括组织不稳定、高昂的财务成本以及对患者护理的影响。平均而言，CEO在任职后的1至2年内就会离职，这可能会对医院的整体运作产生不利影响。因此，本研究旨在确定医疗保健领域CEO更替率上升的原因和后果，以便制定留任策略。对澳大利亚各地的14位医院CEO进行了在线访谈，以回答5个开放式问题，这些问题涉及CEO的素质、CEO角色面临的挑战、CEO更替率上升的原因和后果以及CEO留任的建议。访谈采用半结构化的时间表，以促进与上述内容相关的讨论。该研究发现，CEO具备某些素质，如自我意识、领导风格、适应能力，这些素质使他们能够出色地履行职责。还发现并讨论了这一角色面临的挑战，如新冠疫情、管理组织变革和人员管理。大致而言，原因分为5大类，如组织、绩效、压力、个人和医疗改革。研究发现，CEO更替率上升可能会对医院造成损害，不仅员工和患者会受到影响，周边社区也会受到不利影响。为了尽量减少CEO的更替，建议董事会通过倡导和投资组织文化及领导力项目来支持他们的CEO。本研究的结果有助于董事会制定某些支持CEO的策略。CEO们在本研究中提出了一些建议，以尽量减少更替，因为这可能会对医疗保健产生重大影响，进而可能使澳大利亚的医院运作得更好。此外，这些策略可在国际上使用，以帮助CEO们保住他们的职位。
