The Positive Impact of Performance Management at Peel Hospital

Performance management systems benefit stakeholders at every level if they are implemented successfully. Performance management systems align employee performance with the strategic direction set by the organization. St. Jessica’s Urban Medical Center’s leadership must perform specific actions, prior to implementing the new performance management system, to ensure it is a success. The organization's leadership must disseminate the information throughout the company, create a process that ensures employees can dispute ratings, train raters to evaluate employees and gain buy-in from early adopters (Aguinis, 2013). A newly implemented performance management system will fail if the proper steps are not taken in the beginning.

Performance management is a process, which supports employee engagement and where an employee’s work reflects organisational goals. It is about achieving results through individuals and teams to improve the performance of the organisation (Armstrong, 2009). The outcome of performance management is visible through financial performance, productivity, quality of the product and service, customer satisfaction, employee engagement and talent retention. Performance management offers competitive advantage and brings positive benefits including increased profits, higher cash flow, and stronger stock value. Productivity is lower if performance management is not present (Maley, 2012). To measure effectiveness of performance management it is important to define the goals of the organization as well as indicators of success. The measures method should provide balanced information based of financial and non-financial performance (Dti.gov.uk, accessed on 01/03/2014). There are several methods used to measure performance management. Armstrong, 2009 lists good ways to measure performance management effectiveness to be KPI’s, business results, engagement level or customer satisfaction. Another way to assess performance management is to use score card, which can also help to align individual performance with strategy.

A balanced scorecard is a performance measurement system, which takes into account the customers, internal business processes, learning and growth, as well as financial

When looking at performance management it can be defined as (1) ‘a process which contributes to effective management of individuals and teams in order to achieve high levels of organisational performance. As such it establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure it is achieved.’ We can see from this definition that managing performance is crucial to the overall performance of the organisation and meeting its goals and objectives. This process must then be strategic but also link other aspects of the organisation such as individuals and teams. As defined above, performance management is ultimately about achieving high levels of

Performance management is a holistic procedure collectively brings various types of elements that constitute towards the flourishing exercise of people management including, above all, learning and development.

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

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.

Performance management is a tool that managers use to ensure that their companies remain at the top of their competitive edge. The Chartered Institute for Personnel Development (CIPD, 2008), defines performance management as a method by which individuals and teams are managed in a way that achieves high performance at an organisational level. The individuals within the organisation share an understanding of the achievement goals of the organisation. In order to achieve this, a general strategy is created, with each individual within the organisation understanding his or her role and requirements within such a strategy

I used the internet to research and read up on performance management generally. A good source of information was ‘The Chartered Institute of Personnel and Development’ and ‘Forbes’.

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.

A performance management system should consist of planning, monitoring, reviewing and evaluating (Hrcouncil.ca, 2015). During the planning phase management should identify, clarify and agree upon expectations of the employee. Also, in this phase management needs to determine how results will be measured, agree on the monitoring process and document the plan for performance management. Furthermore, this step is imperative for management to identify and ensure the performance objectives are explicitly stated to the employee. In the development of this phase management would

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.

The literature review brings up some interesting common themes and issues that run through the existing literature, research and definitions of performance management. These common themes will focus on features of performance management and its application in an organisation.

In a typical and effective process of performance management, as demonstrated in Figure 2.1, performance appraisal is not the only but a vital element because it is the activity which evaluate the outcome of the work, recognize the achievement and weaknesses and give employees and managers a straightforward result on these(Armstrong, 2009, Hutchinson, 2013). From a modern perspective, performance appraisal covers more areas not only on what have been achieved but also on the attitude and contribution of the operator (Hutchinson, 2013), which enhance the functions of identifying training needs.

A Balance scorecard is a systematic approach to performance measurement that reflects the strategy of an organization into clear objectives, measures and targets. The Balance Scorecard integrates an appropriate mix of performance measures in the short and long term financial and nonfinancial performance measures used throughout the organization, based on the strategy of the organization.