This case describes the work-life programs (WLPs) manages Changi Hospital (CGH) in Singapore from the late 1990s until 2005. Its director, Human Resource, Yap Cheng Bee (NAP), expressed the hope that the flexible work options, support staff and their families, as well as programs for the staff of physical, social and emotional well-being would CGH preferred employer. Yap learned from Ivy Tai (Tai), Manager of Human Resource Management Department, which WLPs contributed to the overall improvement in key performance indicators (KPI) in a hospital from 2003 to 2005. However, she noticed that the drop-out operating theater (OT) Department was slightly higher than the average for CGH. In addition, absenteeism in the Old Testament Department remained higher than the organization. Working in a tight labor market for such skills, Yap and Tai interesting ways of improving key performance indicators to separate from the way they are faced with a new environment for the health sector. "Hide
at Joo Seng Tan, Allampalli DG Source: CCP in Nanyang Tech University 19 pages. Publication Date: September 18, 2008. Prod. #: NTU033-PDF-ENG
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