Grady Memorial Hospital.

They are principal instruments that are applied by the Grady Memorial Hospital to maintain its

competitive state. In such institutions, it is the hospital’s responsibility to employ the most effective

measures to help employees to manage their quality performances. They play a significant role in

running the incentives that enable Grady Memorial Hospital to remain competitive. In 2008, Grady

became a profitless corporation. A substantial number of foundations guaranteed a large amount of money to

re-energize it, and Michael Young became the chief executive officer.

In February 2013, Grady created more job opportunities, and its net worth was higher. It has since

then remained competitive. The best and long-lasting measures to maintain this are clearly stated. Staff had

to sign contracts for extra shifts. Doing this would motivate more workers to

make additional changes, hence the presence of enough crews during odd working hours. During the process of awarding workers

, their official work documents are awarded, and bonuses are given out. It was a social system whose main

the aim was to encourage other staff to further their studies and aim at more significant achievements.

Michael Young had a significant contribution and impact towards the wellbeing and continuous

competitive nature of Grady Hospital. Attaining specific requirements gave workers direct level-ups.

Every achievement gave rise to standards for the staff. The workers’ hard work w

as recognized. At Grady Hotel, the crew is given equal responsibilities. Volunteers had

a chance to speak their minds and contribute during the general hospital meetings. Hospital

committees included all the working staff. These actions motivated many employees. These incentives

raised the nearly Insolvent Grady, as stated by Mike King (2007-2008). Competition became part of Grady

Memorial Hospital ever since.

Reference

Marga