In Relation Of Performance Management Assessment Answer
Key Topics
- Introduction
- Discussion
- Reward practices used and their implications for the management of employee performance in an emergency ward
- Alternative reward practices that are used to manage employee performance in this environment
- Recommendations to hospital management to improve the hospital’s current reward and performance management process
- Conclusion
- References
Examine the critical issues in relation to performance management at a major regional hospital
Introduction
Performance management is considered to be a process through which the employees and the managers try to work together by proper planning, reviewing and monitoring the employee’s work objectives and for the overall contribution of the organisation. It is considered to be a continuous process of setting the objectives, providing on-going coaching and feedback and assessing the progress to check that the employees are meeting the objectives and the goals of the organisation. The organisations shows high degree of commitment for their reinforcement of the reward practices that are aligned with the other HR practices and the different gaols of the organisation in order to retain and motivate the employees (Sadler, DuBose & Zimring, 2008). This paper will take into consideration the reward practices that are adopted for the doctors and the employees in emergency ward of Regional Hospitals in Australia.
Discussion
Reward practices used and their implications for the management of employee performance in an emergency ward
It has been found that the current payment system in the hospitals fails to provide proper reward and thus encourage quality or bring improvements in the quality for provision of better treatments. There are different types of payment system that are paid for each service rendered and this on the basis of fee-for-service. The physicians and the other providers perform less intensive services by following evidence based guidelines and thus the organisations receives less money for it. Therefore, it can be said that the policy makers must align with the payment incentives and thus this will help in improving the quality. In order to cope up with the rising costs, it is necessary for the employers to shift and provide more cost of insurance to the employees and their family members who take a much greater role in providing proper treatment to the patients (El-Jardali et al., 2008). The model of consumer directed health care system helps to provide the doctors and the physician’s proper incentives so that they can make better informed decisions and choose the necessary and the cost effective service to provide better services to the patients. On the other hand, it is necessary that the patients or their family members must have better informed knowledge about the performance, quality and the costs that is charged by the hospital and the physicians in delivering proper care and treatment. It has been found that the patients generally do not have proper information about the kind of treatment that is offered to them (Busse, Nimptsch & Mansky, 2009).
According to Vredenburgh (2002), the employees must prefer to work in a behavioural oriented technique and this involves the groups or the individuals that play an important role in the communication flow and thus in the decision making process of the individuals. The different amount of participation will help the supervisors to take important decisions and the employees will choose to work in that environment that is recognised or they feel best in working in such an environment. It is vital to empower the workers and provide them with proper authority, responsibility and accountability for taking important decisions and thus working in accordance with the goals and objectives of the organisation. Fleury et al., (2012) has stated that the general practitioners who deals with patients of different kinds of disorders must try to adopt those approaches. Guidelines and collaborative work that will help them in taking proper acre of the patients and thus this can be done with the provision of better training and other types of programs. There must be proper balance between the physical and the human resources and this is essential for maintaining proper mix of the different types of promoters and thus it ensures the success of the system. There might be differences and it is necessary to take care that human capital is managed in an effective way in the organisation. There must be provision of financial protection and re-deployment services for the employees who are involved in the emergency department of the hospitals. On the other hand, the employees can also be provided with extended services so that they can take proper care of their families in times of need. The management must try to select the employees who are involved in the emergency department and thus provide them proper extension facilities. This extension services will help the hospital to train the other new doctors and physicians who are interested in joining this particular service.
Therefore, it can be said that the physicians and the employees who are involved in the emergency care must be provided with proper incentives and better working environment so that it would not make them frustrated and thus they can work to deliver better services to the patients. Moreover, proper training can also be considered as a reward for the employees and thus this will help them in improving their career and thus motivating them to stay focused in their work.
Alternative reward practices that are used to manage employee performance in this environment
There must be optimal structure for the reward program and thus it is necessary to provide incentives to the managers, executives, front line staffs, doctors and all other employees who are engaged in the emergency ward. This will help in demonstrating positive differences and thus it will provide satisfaction to the patients. The positive effect of providing reward to the employees will lay impact on the satisfaction of the patients and thus the reward system must be considered strong and there must be better recognition program. It is the duty of the management to pay closer attention to all the detailed activities and thus this will help them in finding out the differences between the good and the bad (Davies et al., 2008).
It can be stated from the past evidence that provision of better reward and recognition system will help in recognising the specific behaviour and thus it will help to improve the performance through positive reinforcement. There must be provision of both monetary as well as non-monetary rewards to the employees who are involved in emergency services and thus it is necessary to ensure proper timelines for these rewards. On the other hand, it is also vital to understand the interdependence between employee satisfaction, retention of employees and providing satisfaction to the patients. It is the responsibility of the management to carry out continuous assessment of the employees and this must be in accordance with the organisational goals. This will make the employees feel excellent because they will be rewarded for their performance and thus it will increase the overall satisfaction of the employees.
According to Garman et al., (2011), it has been found that the practices that are adopted by the management are considered to be the most important factors in improving the health care services and efficiency of the entire system. It is the responsibility of the practitioners to conceptualize the management practices and thus work for the betterment of the organisation. This will help them in prioritizing the improvement in the management system and thus making the efforts more systematic. Aguinis (2009) has stated that contingent pay must also be used for the employees of the emergency ward. This pay system was earlier used for the employees who were engaged in top positions. This will help the employees to receive their payment on the basis of their job performance. On the other hand, bonuses and additional amounts will also be paid to the employees and thus this will help in improving the performance of the employees. It can be said that there are several important reasons for the contingent pay and thus this will help in providing proper motivation and incentive to the employees. After implementation of the contingent pay, the high performing employees who are engaged in the organisation will feel motivated to take more responsibility and thus try to work in a better way. Therefore, it can be said that contingent pay enhances employee’s motivation and thus help in accomplishing the goals that helps in matching with the organisational needs.
It is necessary for the management to use only those rewards that can be used in managing the performance level of the employees and thus adjust accordingly. It will make no sense for the organisation to raise the pay without analysing the effect of the contingent pay and thus this will help in minimizing the budget constraint of the organisation. It is also the responsibility of the organisation to make sure that all the employees are eligible for the financial rewards and thus provide them proper reward for motivation. This will also be beneficial to motivate the lower level employees of the hospital who are involved in providing proper care and thus they can become better executives in the long run. On the other hand, the rewards must also be visible in such a way that it will be easier to collect the desired information and thus provide timely reward to the employees in such cases.
Recommendations to hospital management to improve the hospital’s current reward and performance management process
The hospitals must try to make the reward system contingent and it should be directly linked with the performances of the employees. Moreover, the rewards must also be provided after the occurrence of the particular behaviour and the result for being rewarded. The rewards must also be tried to made reversible and this will increase the base pay of the employees and thus create annuity according to the tenurity of the employees. On the other hand, the variable pay must also be included in the base salary of the employees and thus this will be considered as an attractive option for the employees as well as it will be beneficial to the employees.
On the other hand, due to the high quality performance gains, the employees must get better compensation again. If this high quality performance does not occur, the employee’s would not receive rewards. The organisations must not try to underestimate the workers and thus provide them proper leaves. It is the responsibility of the organisation to implement a better reward system based on the performance and thus this will help in assigning better salaries to the members who are emplolyed in the emergency wards. It can be said that the pay structure of an organisation helps in classifying the job on the basis of their relativeness. It is necessary to create a proper salary band and this must be in accordance with the particular job role of the individual. It is the responsibility of the organisation to outline the performance management and this will help in the improvement of the employee’s manual, employer’s contract and other necessary items that are considered to be valid for the organisation.
Conclusion
Therefore, efforts must be made in such a way to improve the health care services and the other approaches that are adopted by the organisation as well as the employees who are involved in the particular organisation. It is necessary to redesign the professional level of education and thus improve the peer review of the physician’s practice and reengineer a better system of care for the patients. This will help in increasing the competition among the health care professionals and thus provide proper reward system. The organisations that were run by the physicians must be designed in such a way that it will help in improving the quality of providing treatment to the oversees patients and thus help in provision of intrusion medial system. The employers and the employee must also try to build better relationship and this will help in determination of the type of employment and thus give considerable latitude to the employers who are involved in the particular organisation. There might also be imp-lied contract derived from the conversations of the employees and the employers who are working and treating with patients in emergency care. Therefore, it is the responsibility of the employer to draw better employment relationship without discrimination and by analysing the performance level in a better way.
References
Aguinis, H. (2009). Performance management. Upper Saddle River, NJ: Pearson Prentice Hall.
Busse, R., Nimptsch, U., & Mansky, T. (2009). Measuring, monitoring, and managing quality in Germany’s hospitals. Health affairs, 28(2), w294-w304.
Davies, B., Edwards, N., Ploeg, J., & Virani, T. (2008). Insights about the process and impact of implementing nursing guidelines on delivery of care in hospitals and community settings. BMC Health Services Research, 8(1), 29.
El-Jardali, F., Jamal, D., Dimassi, H., Ammar, W., & Tchaghchaghian, V. (2008). The impact of hospital accreditation on quality of care: perception of Lebanese nurses. International Journal for Quality in Health Care, 20(5), 363-371.
Fleury, M. J., Imboua, A., Aubé, D., Farand, L., & Lambert, Y. (2012). General practitioners' management of mental disorders: A rewarding practice with considerable obstacles. BMC Family Practice, 13(1), 19.
Garman, A. N., McAlearney, A. S., Harrison, M. I., Song, P. H., & McHugh, M. (2011). High-performance work systems in health care management, part 1: development of an evidence-informed model. Health care management review, 36(3), 201-213.
Sadler, B. L., DuBose, J., & Zimring, C. (2008). The business case for building better hospitals through evidence-based design. HERD: Health Environments Research & Design Journal, 1(3), 22-39
Vredenburgh, A. G. (2002). Organizational safety: which management practices are most effective in reducing employee injury rates?. Journal of safety Research, 33(2), 259-276.
