Unit 4: Peel Memorial Hospital Case Study
Strategic Human Resources Management
February 27, 2014
Professor
Dr. Lizzie Ngwenya Scoburg
Introduction
The purpose of this paper is to discuss various issues within the company of Peel Memorial hospital and their performance management skills. The main focus will be why the company was not meeting its goals. A brief summary of the company background will be given along with a description of the major issues that the company had. Alternative courses of action will be given along with a few recommendations for the company. Ultimately, the question of how does Performance Management directly affect the success of an organization in meeting its goals and mission will be answered.
Summary
In the case study, Peel Memorial Hospital had many problems with their Performance Management system because the employees were not willing to accept the new approach. Many of the employees felt that the changes did not have anything to do with patient care or them as a whole. Xerox Quality Services was brought in as a guide to help the hospital create a successful balanced scorecard. With the balanced scorecard, the company reviews their current goals and performance, decides on what the future goals and performance should be, and makes a plan on how to achieve these goals and sustain them.
Problems
The employees did not know the goals and objectives of the hospital. Many of the goals did not have measurable targets and their mission statement was out of date. None of the employees were clear on where the hospital was going in the future nor did they realize how any of the goals were connected to their work and environment. Many of the...
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... to the company, not just a body in a chair. Though this Performance Management is a great process to use, it will not solve all of the issues that a business has. But as with the case of Peel Memorial Hospital, it is a step in the right direction.
References
Harber, B. W. (1998). The Balanced Scorecard - Solution at Peel Memorial Hospital. Healthcare Quarterly 1(4), 59-63.
Mello, J. A. (2011). Strategic Human Resource Management. Mason, OH: South-Western.
Performance Management - Definition. (n.d.). Retrieved February 29, 2014 , from VC Administration and Finance = Berkeley HR: http://hrweb.berkeley.edu/guides/managing-hr/managing-successfully/performance-management/concepts
Smart Goals. (n.d.). Retrieved February 28, 2014, from MIT Human Resources: http://hrweb.mit.edu/performance-development/goal-setting-developmental-planning/smart-goals
General Practices Affiliates is considering an offer from Titus Lake Hospital to join under a provider leasing model. Under a provider leasing model, Titus Lake Hospital is purchasing General Practices Affiliates’ services. The practice will retain control of personnel, management, and practice policies. Titus Lake Hospital submitted financial reports to assure transparency during the lease agreement process. The following analysis will discuss whether Titus Lake hospital is a viable financial partner for General Practice Affiliates, possible implications of the lease, and recommendations.
The overall goal of performance management is to ensure that an organization and its subsystems (processes, departments, teams, etc.), are optimally working together to achieve the results desired by the organization. Performance management has a wide variety of applications including measuring the leader performance, such as, staff performance, business performance, or in health care, health outcome performance measures. To manage and measure performance of leaders are directed to the organizational strategic goals and mission. The primary reason to measure and manage performance of leaders is to drive quality improvement. The Clinical performance of a leader are derived from evidence-based clinical guidelines and measurement allows an evaluation of an important outcome of care for patients, and it is a proxy to understand the effectiveness of the underlying systems of care. Just as there are evidence-based care guidelines for many conditions, there also are established measures that indicate how leaders has effectively guidelines and has translated to
The Mayo Clinic (Mayo) provides a compelling and instructive example of the critical role of performance measurement in managing performance behaviors. An analysis of the Mayo approach offers insightful understanding of effective performance management practices. Accordingly, this paper reviews the Mayo performance management system from four perspectives (a) leadership strategy, (b) performance measurements, (c) human resources management, and (d) the alignment of performance with strategy. The discussion concludes with an assessment of the alignment of the elements comprising the Mayo performance management system with recommendations for strengthening those alignments.
The overall impression from the naïve reading is that working with performance management in social work seems to be perceived as something that is necessary, yet difficult and complex. The perception is that the objectives and results pursued today are not always linked to the goal of social services and therefore not best practice or best client outcomes. If those who set the objectives and results of the social services do not understand the social service mission and objectives will be difficult and frustrating for staff and results focused then also easy on costs, economy and budget.
The ideal verse actual performance management (PM) system implemented by an organization has similarities and differences that prove to be the distinction between a system that yields the desired results and one that does not. Aguinis (2009) outlines and discusses 14 characteristics of an ideal PM system that, if implemented, are likely to help the system generate the desired results.
Performance management is a process of providing continues success to an organizations and its leadership and teams within that organization. Within many organizations not to many personnel lack the knowledge of performance analysis due to its confusion with performance appraisal. The reason that performance management is executed is because the organization tries to tie in the organizational culture with the performance management practices. By studying performance management it shows how the organizational culture and the performance management practices. Performance management systems is what businesses like to focus on today because of the way it is a continuous, uninterrupted and a sustained progress. The different
In this paper, especially, would focus on the Colin Talbot’s book to build the understanding of performance management. Talbot (2010) addressed an issue with performance after it became a fashion. As a political scientist, Talbot outlined his book with focusing on the performance of public organizations. Admittedly, measuring the performance or effectiveness of any activities or institutions is always a crucial theme in academic and practical realms of studies in order to evaluate them properly. There have been multiple types of research on performance based on the reason. Especially, in empirical research in political science, one’s effectiveness is the ultimate dependent
Contemporary, performance management rapidly become one of the most praised and most criticised human resources functions in organisations. According to a definition provided by Hutchinson (2013), performance management is a holistic work system which apply to process and contributes an effective management of individuals and business teams, it enabled business to plan, communicate, and achieve high level of organisational performance (Hutchinson, 2013). In particular, learning and develop every activity of the organisation and employee management including human resource, policies, culture, style and communications systems. The objective setting and performance appraisal are seem to be the heart of the approach (Greene, 2011). However, majority organisations tend to be failed by fairness and standardisation
As same as other organisation, Strategy at a healthcare organisation is initiated at top level but the implementation feeding is started at the bottom level. Performance management (PM) is a management tool that has been recently, applied at various organisations including healthcare sector. Fundamentally, its focus is to ensure effective strategy execution by looking at strategy as the object of value conception and therefore, coordinating all efforts, processes, resources, reports, along with staff commitment towards achieving the strategy.
Heathfield, S. M. (n.d.). Performance Management. Retrieved March 15, 2014, from About.com Human Resources: http://humanresources.about.com/od/glossaryp/g/perform_mgmt.htm
The gaining of the skills and information through performance management may increase pleasure and satisfaction through its influence on the person’s career path, self-worth, and the ability to learn and be proactive.
Our book defines performing management as what leader do. It is the systematic integration of inorganization’s efforts to achieve its objectives. (Shafritz, 298). In other words, Performance management is an approach to measure and judge the performance of employees in any organization. performance management concept is used to measure both individual and group performance. The importance of performance management for any business is that it will help in monitoring the employees and also helps in improving their efficiency at work. It fills the gap between incapability of employees at work place and expected outcome from those employees. An organization with effective performance management will gain more employee satisfaction and growth.
Performance is how well an individual completes a given task by taking into considerations items such as accuracy, timing, attitude, and completeness. In an organization, the manager should want the employees to be performing at a high level in order for the individual to meet or exceed the company expectations, but without a performance management system, the management would not be able to accurately make that distinction. With that being said, a manager cannot determine an individual’s level of performance without utilizing some type of performance management system. Performance management is a continuous process of identifying, measuring, and developing the performance of employees and analyzing the performance in relation to the overall
However, to accomplish a successful organization, it is critical that healthcare organization maintains an excellent leadership. Thus identifying the leaders in the group is an essential step in the maintenance of the quality of care in the healthcare profession (Jeanty,2015). The comprehensive concept that describes an organizational performance is the effectiveness of the utilization of the method. Therefore, it is imperative that the attainment of organizational goals are efficient and effective
• Be clear about what the issue is and about the consequences if the employee 's performance does not improve