Case study of the impact of corporate restructuring on the nurses at Holmes Regional Medical Center

The rise in costs associated with the delivery of health care has forced providers to compensate by restructuring in order to remain viable. In 1995 Holmes Regional Medical Center (HRMC) created a partnership with two other hospitals to ensure its ability to compete in a changing health care market. A survey of newspaper articles revealed strained labor relations at HRMC subsequent to the restructuring changes. General dissatisfaction regarding a number of issues motivated a group of nurses to initiate union organizing efforts. This study investigated the forces that motivated and influenced the nurses in this particular situation. The qualitative study analyzed interview data from five HRMC nurses to define the labor problems. Additional research revealed how management could proactively address labor concerns utilizing change theory. Findings suggest that managers must anticipate the need for change; understand that labor issues are avoided through effective communication; realize that change must be planned; provide motivation for employees to change; and understand that change will be resisted, even if desirable, and steps must be taken to lower this resistance. Utilization of the ideas presented by change theorists can ensure a secure and satisfied work force and create a collaborative working environment between labor and management that functions without the presence of a labor union