St. Jessica's Urban Medical Center

In order for an organization to achieve long term success, it must consistently evaluate those plans and consider all of the organization’s entities and how they link together. By appraising the existing performance management process, it forces deeper analysis of the process, as well as its intended and unintended influences towards employees and the organization.

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).

Today, organizations need to have a clear understanding of where their organization is and where it needs to be in the future to secure longevity and financial success (Moore, Ellsworth, & Kaufman, 2011). Organizations need to have a performance management system in place to stay competitive. Therefore, having a well-developed performance management process in place allows the employer and employee to communicate goals, share information, and establish career growth. Performance management needs to contribute to the success of the organization while providing a positive impact on the employees. Therefore, the mission, goals and performance management should coincide with one another.

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 issues can become present in a workplace at any time. I have recently seen three issues take place at the hospital system that I work in. The first is turnover of leadership with no trained replacements. The second is having poor management in the clinics. The last example is the removal of trained employees by the software implementation team. Challenges can be cross training, experienced employee hiring, and the stopping of trained employee removal. The threats are no one knows how to perform the job, failure of company, and making mistakes. In the selected article, it goes into detail to explain the aspects of performance management (Pollitt, 2013). It explains that motivation, rewards, feedback, and goals are

St. Peter’s University Hospital is located in New Brunswick, New Jersey, and was founded November 1st of 1869 by four Sisters of Mercy, a catholic organization whose heritage stretches to Dublin in the mid nineteenth century. Although the four Sisters come to the United States with eighty cents between them, the “first building was made possible by a generous donation of $15,000 from the family of Peter Cagger, an attorney” who had died and in whose namesake the hospital still carries.14 When one casts their gaze to today, one finds that “St. Peter 's health system serves more than 30,000 inpatients and more than 200,000 outpatients annually.”14 The organization employs 2,800 healthcare professionals and support personnel, and more than

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.

Based on the Risk Assessment, St. Joseph’s Medical Center establishes goals on an annual basis to reflect the current trends and environmental factors noted through the completion of the assessment. At a minimum, the following goals are established every year:

Procedures and control are just a couple areas where managers are responsible to maintain efficient management. However, managers that efficiently control and keep organizations flowing due to the elements of performance management, have provided a lifeline for the organizational functions (Kreitner & Kinicki, 2013).  Performance Management is a system that sets goals, monitors, evaluates, provides feedback, coaches and rewards employees continuously (Kreitner & Kinicki, 2013).  Julie Stewart, CEO of many successful restaurants, provides rewards and positive reinforcement as she praises her team, which is reflected in the feedback from her customers. Her employees remain enthusiastic and coach others to perform at high levels.

Performance management, the second part of the equation, can be defined, according to the United States Department of Health and Human Services, as “a forward-looking process used to set goals and regularly check progress toward achieving those goals” (Performance Management and Measurement). The following paragraphs will go into greater detail of what patient centered performance management is and how it works within a health care organization.

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.

The six components of the performance management process are prerequisites, performance planning, performance execution, performance assessment, performance review, and performance renewal and recontracting (Aguinis, 2013, p. 38). Subcomponents of performance planning include results, behaviors, and development plan (Aguinis, 2013, p. 46). Additionally, subcategories of performance execution are employee responsibilities and supervisor responsibilities. This paper will concentrate of the performance planning and performance assessment elements.

Performance Improvement in Healthcare is a cyclical process. Professionals in the Healthcare field are looking for ways to improve the quality and service all the time. Even though many of the Performance Improvement methodologies can work for a healthcare facility, a majority of the methods used will monitor performance with a team that will continually look for ways to improve how things are being done with certain processes in place.

Our research and experience validates that in order to achieve an effective Performance Management system, it must be inclusive of the organization’s objectives, Mission Statement, goals and core values. It must gain “buy in” and approval from all stakeholders, it must be clear, measurable and provide an opportunity for effective

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