The Unrecognized Role of VA Call Center and Primary Care Clerical Staff in Assisting Patients with Obtaining Needed Care

Background VA clerks, or medical support assistants (MSAs), are a critical part of patients’ primary care (PC) experiences and are often the first points of contact between Veterans and the healthcare system. Despite the important role they might play in assisting Veterans with accessing care, research is lacking on the specific tasks they perform and what training and preparation they receive to perform their roles. Objective Our primary aim in this study was to document MSA perceptions of their roles, the tasks they undertake helping Veterans with accessing healthcare, and additional training they may need to optimally perform their role. Design Thematic analysis of semi-structured qualitative interviews with VA call center and PC MSAs (n=29) collected as part of in-person site visits from August to October 2019. Participants MSAs at administrative call centers and primary care clinics in one large VA regional network representing 8 healthcare systems serving nearly 1.5 million Veterans. Key Results We identified three key findings from the interviews: (1) MSAs perform tasks in addition to scheduling that help Veterans obtain needed care; (2) MSAs may not be fully prepared for their roles as first points of contact; and (3) low status and lack of recognition of the important and complex tasks performed by MSAs contribute to high turnover. Conclusions As healthcare systems continue expanding virtual access, the roles of administrative call center and PC MSAs as first points of contact will be increasingly important for shaping patient experiences. Our research suggests that MSAs may need better training and preparation for the roles they perform assisting Veterans with accessing care, coupled with an intentional approach by healthcare systems to address MSAs’ concerns about recognition/compensation. Future research should explore the potential for enhanced MSA customer service training to improve the Veteran patient experience.

Employee engagement insights from Jamaica's hospitality industry: compounding the benefits of a service orientation through customer service training

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on the employee perceptions of service orientation and customer service training, and how these impact upon employee engagement levels within all-inclusive hotel businesses in Jamaica. The results reveal that a strategy of pursuing service orientation and running customer service training rewards the employer with increased engagement and positive attitudes among staff, which translates to a commercially valuable boost in customer service levels. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Perceptions of customer service orientation, training, and employee engagement in Jamaica’s hospitality sector

Purpose The purpose of this study is to examine the relationship between service orientation, customer service training and employee engagement of firms in the hospitality sector of the tourism industry. Design/methodology/approach A total of 231 responses from 13 large all-inclusive hotels in Jamaica are analyzed by using structural equation modeling. Findings Overall, service orientation positively affected customer service training and employee engagement. In addition, customer service training positively affected employee engagement. Furthermore, the results indicate that customer service training mediates the relationship between service orientation and employee engagement. Research limitations/implications This study builds on the conceptual literature of engagement and adds to the limited empirical studies to date to highlight the importance of service-oriented culture and training activities on employee engagement. Practical implications The findings of the study generate an increased understanding of the importance of an engaged workforce and of specific customer service training practices that can foster engagement. This study also highlights that managers should be supportive of training and development activities within a broader context that considers specific desired workplace performance from employees. Originality/value The knowledge gap related to many frequently used organizational practices reported as having an impact on engagement is addressed. Addressing this problem extends existing literature and provides an evidence base for human resource managers and professionals in service organizations, specifically in hospitality firms.