St. Jessica's Urban Medical Center

This document will outline the new Performance Management System. This briefing note will explain what a performance management system is, the main components of a good performance management system, the link between motivation and performance as well as other information regarding performance management.

Performance management system makes a clear link between the performance and compensation, and allows the employees to understand the areas which need to be improved and directs them to appropriate training opportunities to enable improvement in performance to take place. Joseph Martocchio says, “Work with line managers to design the performance appraisal plan which best fits the specific duties and responsibilities of particular roles” (Martocchio, 2011). Compensation and reward decisions are likely to be arbitrary in the absence of a good performance management system. In short, performance management is a key component of talent management in organizations. It allows assessing the current talent and making predictions

St. Vincent Medical Center is located in the Bridgeport, Connecticut, in Fairfield County. It is a 520-bed, faith-based community teaching hospital that is a member of Ascension Health, the largest Catholic, non-profit healthcare system in the country. The organization is an integrated community health system provides a full range of inpatient and outpatient services. St. Vincent’s has a very strong commitment to patient safety and has several mandatory programs for employees that include: relationship-based care and high reliability. As a Magnet designated organization, the nursing professional practice model is well defined, and facilitated through shared governance councils (St. Vincent’s Medical Center, 2012).

As stated by Peter F. Drucker, “Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.” Performance management is essential to achieving an organization 's mission statement and business goals, and also in attracting, retaining, and motivating qualified employees. There are many benefits and reasons why an organization should execute a performance management system. Performance appraisals establish the basis for qualifying, recognizing, and rewarding employee contributions. In this paper, I will discuss what performance management is, the problems with the current performance management system at my organization, how other organizations have succeeded in their performance management system and how I would advise management at my current organization to improve our performance management system.

At Saint Mary’s hospital I got to observe an aneurysm clipping. The patient was a fifty-four year-old male. He weighed 77.1 kilograms and had no allergies known. Also, his history included chronic alcohol and nicotine abuse. He was not on any medications at home.

Performance management relates to an organization’s ability to implement a system to evaluate and advance employee performance. Achieving peak performance requires consistency, clear objectives, and constructive employee evaluation. According to Mithas, Ramasubbu, & Sambamurthy (2011), an organization must design the performance management system based on extensive research about the organization’s mission, and then properly communicate the purpose of the system to employees, stakeholders, and decision makers. After the performing the research, the information should be used to establish the appropriate performance management specialized for the organization. In addition, an effective performance management system should align

Performance management is the process of planning work assignments, setting expectations, monitoring processes, rating performance, and rewarding performance. Performance management systems are used by organizations to identify, measure, and develop the performance of individuals and teams. The goal of an effective performance management system is to strategically align employee performance with company goals and objectives (Smither & London, 2009). In order to achieve optimal performance, organizations are tasked with implementing innovative solutions that ensure performance management systems that deliver real results and improve performance (MacMillan, 2015). Organizational leaders are responsible for understanding the performance management system in order to focus on employee efforts that will help in achieving both individual and organizational goals (Opm.gov). In this paper, the author will suggest the key processes that DSM needs to provide within its system in order to successfully link its key success factors (KSF). The author will select three drivers, and examine the central manner in which DSM management has aligned its business strategies to performance management. Lastly, the author will critique DSM’s competitive advantage by using three of the six assessment points outlined in the textbook.

It is believed that in any organization, the success of the Performance Management System depends on the ways in which the performance has been linked with the various values and the missions and the vision, and in the strategic objective of the entire organization. As the manager and Team leader of my department I have been given the responsibility of designing a non monetary award system within my organization, and with a certain limited control over it, must keep in mind the several most important key processes that would be utilized for designing and implementing an effective and an efficient performance management system. It is important to keep in mind that there are three important levels of

Performance management systems are effective when they are based on goals that are jointly set and are driven by an organization's business strategy. The use of competency models that are based on business strategy is strongly associated with organizational effectiveness. When they drive salary increases and bonuses, they are executed better. Often absent but critical to the success of performance management systems is senior management leadership and ownership, much less important is ownership by HR. Additional keys to effectiveness are training managers to do appraisals, holding them accountable for how well they do appraisals, and using measures of how results are achieved (Lawler III, Benson, McDermott, 2012). Though this

In addition, we view performance management as an ordinary performance rating exercise disconnected from other HR functions such as training and development, and career planning. Also our employees are oblivious to the benefits of performance management and see it as a stressful and worthless administrative chore. Which is why I’m recommending this concepts be applied and recognized in the performance management process.

Successful implementation of a performance management system (PMS) relies heavily on effective communication. Organizations must design a comprehensive communication plan to ensure proper return on investment. Satisfied and engaged employees will understand the purpose of performance management and how it relates to strategy, the benefits to participation, how it works and their responsibilities, and how the PMS will integrate with other systems such as training, rewards, and career advancement. Accounting, Inc., included several of these important components in their PMS communication plan. Unfortunately, the plan left some unanswered questions, including the underlying reasons and support for a new PMS and how it will integrate with current systems, which could result in knowledge gaps that impact implementation. In addition, the mode of communication was questionable at times, exuding a “top down” feel with limited opportunity for two-way communication. Unless these issue are corrected, Accounting, Inc., may not realize the full potential of their PMS.

The focus of this paper will be on investigating an organization, their performance management system and our recommendations for the future. Historically performance management is defined as evaluation a firm through metrics such as return on investment and economic value added. Our analysis will cover not only the financial performance of our chosen firm, but also their values in behaviors as well as their objectives. Thus, we will ascertain if the current system of performance management held by the firm is aligned with their objectives and appropriate for their situation.

An effective model of performance management system focuses on identifying, measuring and dealing with employee’s performance. Traditionally, performance management system is viewed to be a the responsibility of immediate supervisor, a process for establishing a shared understanding about what is to be achieved, and how it is to be achieved, and an approach to managing people that increases the probability of achieving success. However, There’s no single universally accepted model of performance management system. This section summarized the research results of three different performance management systems.

Performance management system in any organisation considered as one of the most critical part of Human resource management. Organisation who are having competitive edge over other organisation use performance management system that help an organisation to achieve its vision, mission and strategic or long term objective. Performance management system help organisation to create an environment of performance and opportunities and giving out 100% (Office of the Commissioner for Public Employment, N.P). Performance management system is a cycle of activities that include Setting of desired objectives, planning, feedback, evaluation of performance, its development and reward system to attract employees to achieve those

Performance management is the process of assessing, measuring, managing, and enhancing the overall business performance in an organization. It is defined as a “strategic and integrated approach to increase the effectiveness of companies by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors.” (Armstrong and Baron,1998) Performance management is associated with the business processes and daily activities which lead to strategic goals. It includes how management decide to take a particular action under the specific business environment, and also how does those actions affect other departments, employees and the overall achievement of company strategy