Key Areas For Assessing And Improving The Organization 's Performance

The Performance Measurement is a way to either measure or give a understandable value to what has been done compared to what was supposed to be done. It applies to all aspects in the working environment, such as procedures, critical activities and processes. In other words, first you set pre-defined goals and give away tasks and responsibilities to other workers, then at the deadline you can compare the achieved results to what the original goal was at the beginning. It is also useful to evaluate not only the final result, but even all the actions taken to get that particular results and the way the actions have been taken as well.

The second change is incorporating more than one performance related variable. Utley used one single question to determine performance. Utley needs to utilize several rating approaches to ensure accurate and reliable determinations. For example, by using summary ratings, a corporation can rate performance on a scale of 1 through 5 which covers several areas of skill, task, and efficiency. Summary labels measure current performance based on past performance; which can lead to effective future expectations and forecasts. And multirater assessments allow for a fair and accurate balance. Multirater assessments incorporate an active relationship with more than one assessor. For example, assessments are gathered not only by management, but also, co-workers, customers, and the employee themselves. This type of assessment can result in a valuable and motivational tool toward long term progress.

Development of a performance appraisal system that is effective in a human service organization is of benefit for the organization and the employees. For a performance appraisal system to be effective, the system has to be strategic, designed to fit the specific needs of the organization, non-discriminatory, non-bias, with correct implementation and administration. Many different components, must to be incorporated to make this type of system beneficial for all who use it, and all who are evaluated by the system.

The Institute of Medicine (IOM) introduced five core competencies for healthcare professionals, to improve the United States healthcare system: provide patient-centered care, work in interdisciplinary teams, employ evidence-based practice, apply quality improvement, and utilize informatics (Institute of Medicine of the National Academies, 2003). IOM insists that should all five competencies are met, quality patient care can be achieved. Thus, healthcare organizations need to continually seek quality improvement in order to enhance patient care. The organization need to revamp their current charting system, in order to improve patient care.

For subject, it can balance a distribution of the rating of performance appraisal in statistically; moreover, rater can make comparison of employee’s performance with the same position for set up their salary range if running pay-for-performance system in organization. But oppositely, it has no standard criteria for rater to score with difficult to make employee comparability, because it affected by the job nature whether sufficiently similar in same criteria and relies on rater’s knowledge and perception.

The first port of call, or initial point of contact, for performance management is usually the

This paper will discuss will discuss rating system that judge employees on job performance. The rating systems that will discuss in this paper are the following: forced-ranking, absolute-rating and relative-rating system. The author will discuss weather forced ranking is a good performance management system, the different between the absolute-rating and relative-rating systems, an what would the author rely on as a rating system and can a absolute-rating system be devise that would guarantee differentiation among workers,

Standards identify a baseline for measuring performance. From performance standards, supervisors can provide specific feedback describing the gap between expected and actual performance (UCSF Human Resources, nd). The sales representatives will have the following performance standards:

Rating against a standard permits a supervisor to classify employee performance independently from that of other employees. Both supervisor and employee have a reference point for accurately looking at an employee’s long-term performance growth.

The objective of this assessment is to enable you to demonstrate your knowledge and understanding of performance management systems within legislative and

The Joint Commission also sets achievable standards for an effective evaluation process to help the healthcare organizations measure and improve performance. The focus of these standards is to make sure that individuals are provided with the best quality of service by the organizations. According to the Joint Commission International Accreditation Standards for Hospitals, there are 4 sections of standards. Section 1 covers Accreditation Participation Requirements, section 2 speaks about patient-centered standards such as safety goals, access to care and continuity of care, patient and family rights, assessment of patients, care of patients, anesthesia and surgical care, medication management and use, and patient and family education. Section 3 speaks about health-care organization management standards like quality improvement and patient safety, prevention and control of infections, governance, leadership and direction, facility management safety, staff qualifications and education, and management of information. Section four speaks about the academic medical center hospital standards consisting of medical professional education and human subjects research programs (Joint Commission International, 2013).

Whatever Performance Indicators are selected, they must reflect the organization's goals, they must be key to its success and they must be quantifiable (measurable). Performance Indicators usually are long-term considerations. The definition of what they are and how they are measured do not change often. The goals for a particular Performance Indicator may change as the organization's goals change, or as it gets closer to achieving a goal.

Bay State Medical Center’s mission statement is to improve the health of the people in our communities every day with quality and compassion. This mission statement is very clear and I am sure that every hospital has this very same mission in mind for just being in the system of health care. Bay State Medical Center also has forecasts for the future of Health Care and look at themselves with a vision for the Hospital of the Future. This vision is named “Vision 2025” according to their online website and they look to the future of the hospital with goals of having surgical precision, robotics and patient simulation and how medical students will be trained. Currently every health system is looking at a

The earliest appraisal systems, despite focusing on just one measure; quantity output, could perhaps be viewed as the most objective of all. Employees on a production line could be accurately rated on 'piece rate' or have their simple repetitive movements timed. As managers recognised the quality of work produced also affected an individual's impact on the organisation, and work output gradually shifted from directly-measurable physical activity to more complex tasks requiring the application of greater skill, knowledge and ability, more elaborate performance standards became necessary. Early performance management was highly subjective, allowing rating officials far too much personal latitude. It often included a supervisor's assessment of personality and character traits such as loyalty, honesty, attitude, initiative, cooperation, resourcefulness and ambition (Pratt 2001).

Performance standards are a very integral part in the underlying business operations of any firm. Competition, particularly from foreign entities is becoming more intense. As such, standards must be created in order for companies to maintain their competitive advantage over their peers in a particular industry. One only needs to look at the auto industry to see how a lack of standards and oversight can be a detriment to business. Many foreign firms, due to competition have entered into the auto market that was once dominated solely