This document summarizes research conducted at the Morris Hills Center food service department. Key findings include: - While the manager believes food quality is good, some customers complained the food was low quality and not tasty. Customer satisfaction with food service was only 73%, lower than the manager's reported 90%. - Customers reported issues with service quality like lazy and rude staff, while the manager focused on face time with customers. Staff lacked training and customers could not provide feedback. - Employees did not know the organization's mission statement and felt there were few opportunities for advancement. The threatening management style was ineffective for improving satisfaction. - Future research could directly compare customer and manager surveys, ask more specific questions, and

1. Morris Hills Center
By:
Yulgoo Nyhan
Kristine Schweitzer
Rutu Shah
NUFD 352: Group 6
Montclair State University

2. Contents
1. Purpose of study
2. Company background review
3. Literature review
4. Methodology
5. Results
6. Key findings
7. Future research suggestions
8. References

3. Purpose Of Study
 To assess the organizational structure of the food service
department
 To assess understanding of total quality management principles
 To assess human resources policies, systems of delivery, data
collection efforts and SWOT analysis
 To determine whether or
not the facility’s food service
department has reached
Genesis Health Care’s mission
of commitment to high quality
and customer satisfaction.

4. Hypotheses
1. The food service director is familiar with
Genesis Health Care’s mission of
improving quality and satisfying customers
as well as implementing these ideas into
their practice.
2. The residents are highly
satisfied with the food
service department.

5. Genesis HealthCare
 One of the largest long-term care providers in the nation.
 More than 400 nursing home and assisted living centers
across 29 states in the United States.
 Nearly 1,500 rehabilitation programs in 45 states.
 Has both short stay and long term care services
Specializes in Alzheimer's care,
orthopedic rehabilitation, ventilator
care, dialysis care and assisted living
services in many of their centers.

6. Genesis HealthCare
 Genesis HealthCare opened in 2003 as a spin-off
from Genesis Health Ventures
 Genesis Health Ventures
was established in 1985
with nine centers and a
management team that
believed nursing homes
should be proactive centers
of health care, rather than centers focused solely
on custodial care for the elderly.

7. Morris Hills Center
 Morris Hills Center: 77 Madison Ave.,
Morristown, NJ 07960
 Morris Hills Center: operated by Genesis
HealthCare
 Provides nursing, medical
rehabilitative care for outpatients
and residents.
 ≈ 240 residents and 260 beds

8. Literature Review
 Talib (2011): Ultimate aim of healthcare is customer
satisfaction”. Customer satisfaction can help recovery-
 Otani (2009) : Patient satisfaction with food is an important
factor to overall patient satisfaction
 Talib (2011): “Manager’s responsibility to ensure that
satisfaction is converted into commitment in the long run” Can
be done through CQI
 Friesner (2009): If satisfaction scores are already high, still use
CQI, there is no end goal
 Nwabueze (2011): It is
important to be an effective
manager for TQM to work

9. Methodology
 Criteria:
 A nursing home facility with a large parent company
 A food service director who would allow us access to his facility
 Materials
 Manager script that includes relative issues in long-term care
 Employee survey that gathers all aspects of satisfaction data
 Customer survey to determine customer’s overall satisfaction
on a five-point Likert scale
 Methods
 Scheduled a formal manager interview
 Interviewed employees on two separate occasions for
variety
 Interviewed patients on three separate occasions during
mealtime

10. Manager Interview
Results
 The manager, Brett Ortiz, was interviewed on
March 6, 2013
 He oversees 41 employees
 He knows Genesis HealthCare’s
Mission Statement
 He offers a 3-week cycle menu that changes twice
a year, daily “Chef’s Specials”, and three
permanent alternatives: hamburger, ham and
cheese, and pasta primavera.
 Findings were orgnaized into a SWOT analysis

11. Manager Interview
Results
 Strengths
 Food
 Truly great tasting food
 Unique plate presentation
 Non-institutional
 Tray Tracker Software allows easy customization
 Improvement in patient satisfaction
 Decentralized dining model
 Weaknesses
 Staff
 Do not take initiative
 Are not responsible
 Are not compliant
 Are not motivated
 Must threaten there jobs to get
them to do as he wishes

12. Manager Interview
Results
 Opportunities
 Patients that eat in the dining room are more satisfied
 Immediate response
 Second helpings
 Unique plate presentation
 Dissuade negative feedback
 Threats
 Sanitation is not easy when you work inside an old kitchen
 Bad economy gives him a lower budget
 Some patients are just never satisfied

13. Employee Interview
Results
 The assistant manager was present for all interviews
 No employees knew the mission statement
 Most employees said they felt valued but could not
elaborate
 The employees feel empowered to please guests
 Mostly satisfied with there job
 Felt as though the manager was personable and
felt as they could tell him things about their
personal and work problems and ideas
 Do not receive performance reviews
 Some have opportunity to advance others do not
 Assistant managers have larger role in the company

14. Customer Survey Results
 10 question survey
 Customer survey results evaluated using the SERVQUAL service
quality framework
 Questions 1-9 were on different aspects of dietary department
 Satisfaction with food, service, dining environment, employee knowledge about
needs, employee helpfulness meeting these needs, choices of food offered, tray
service, ability to provide feedback and level of mealtime assistance
 Question 10 was overall satisfaction with entire department
 Each question was a 5-item Likert scale (1 highly dissatisfied – 5
highly satisfied) with an additional section for written in
comments

15. 1
Highly
Dissatisfi
ed %(#)
2
Somewhat
Dissatisfied
%(#)
3
Neutral
%(#)
4
Somewhat
Satisfied
%(#)
5
Highly
Satisfied
%(#)
Did not
answer
%(#)
Average
Rating
Food 11.5% (6) 13.5% (7) 9.6% (5) 46.2% (24) 19.2%( 10) 0% (0) 3.48
Service 3.8% (2) 9.6% (5) 11.5% (6) 30.8% (16) 42.3% (22) 1.9% (1) 4.0
Dining Environment 1.9% (1) 1.9% (1) 5.8% (6) 21.2% (11) 44.2% (23) 25% (13) 4.38
Employee
Knowledge
3.8% (2) 3.8% (2) 17.3 (9) 25% (130 30.8% (16) 19.2% (10) 3.93
Employee
Helpfulness
3.8% (2) 5.8% (3) 5.8% (3) 36.5% (19) 44.2% (23) 3.8% (2) 4.16
Ability to Provide
Feedback
7.7% (4) 11.5% (6) 13.5% (7) 30.8% (16) 34.6% (18) 1.9% (1) 3.75
Choices of Food
Offered
7.7% (4) 11.5% (6) 9.6% (5) 40.4% (21) 30.7% (16) 0% (0) 3.75
Tray Service (setup,
temperature, etc.)
1.9% (1) 21.2% (11) 21.2% (11) 28.8% (15) 19.2% (10) 7.7% (4) 3.45
Dining Assistance 0% (0) 13.5% (7) 5.8% (3) 21.2% (11) 42.3% (22) 17.3% (9) 4.12
Figure 1: Customer satisfaction on various aspects of dietary department
(n=52)

16. Customer Survey
 Most comments were made by those who rated being
somewhat or highly dissatisfied
 Food: Low grade, not tasty, cold,
undercooked. Some did say that
the food was excellent and arrived
hot
 Service: Lazy, rude servers, lack knowledge and
engagement, no ability to provide feedback, some said
that servers were excellent and aimed to please

17. Overall Customer Satisfaction Data
Of the 52 customers interviewed the mean score was 3.94 out of 5.

18. Key Findings
 Utilized the RATER model (reliability, assurance, tangibles,
empathy, and responsiveness) to determine the gaps
 Manager/Customer – Food quality
 Manager believes the food tastes good and
has a good plate presentation
 Although majority of patients were highly or
somewhat satisfied with the food, some commented that the
food was “low grade” and “not tasty”. Also complained about
temperature
 Manager needs to work on improving tray service, and making
menu options for those on altered consistency diets more
appetizing

19. Key Findings
 Manager and Customer – Service quality
 Manager states that he provides face-to-face interaction
with patients, and that he is proud of the fact that he
increased customer satisfaction since 2011 (76% to 90%)
 Our findings were that satisfaction did not increase (73%).
Patients stated that the staff was lazy, rude, not
knowledgeable and they could not provide feedback.
 Manager can increase staff education
and training, also conduct in depth
satisfaction surveys periodically to
know what their successes and
deficiencies are

20. Key Findings
 Manager /Employees
 Neither Genesis HealthCare nor the manager measure employee
satisfaction
 Mr. Ortiz threatening employees jobs shows lack of leadership skills and
may backfire
 Uses dissatisfiers, such a small monetary gifts
 Does not use satisfiers like employee incentives or recognition
 Good Interpersonal skills does not make him an efficient leader
 Employees feel empowered to please guests is a satisfier
 Focusing on ratings instead of the future shows poor leadership skills
 The route to better ratings may be through employees happiness
 Employees do not know the mission statement means employees can
interpret the mission in there own way
 Employees that believe there is no opportunity for advancement may
believe hard work goes unrewarded

21. Future Study Suggestions
Ensure that patient survey questions
match those asked to manager
Ask more specific questions
Increase sample size for accuracy

22. Future Study Suggestions
Questions?