Based on the case study, you are required to discuss the followings: -1. 5 Reasons why the new performance appraisal system at St. Luke’s Hospital is more likely to result in more accurate performance appraisals. 5 Advantages and 5 disadvantages of combining job descriptions, performance appraisals, and competency profiles for development as St. Luke’s did. Revising the Performance Appraisal System at St. Luke's HospitalRecently St. Luke's Hospital, a thoroughly modern hospital in Jacksonville, Florida, had a thoroughlymodem problem. Its performance appraisal system was rapidly becoming an insurmountable pile of papers;and with 1,325 employees, the HR staff recognized that changes were needed.Performance appraisal forms can range from a simple sheet of paper to very lengthy and complex packets.St. Luke's performance appraisal system had evolved over the years into a form with about 20 pages peremployee. Although some of the length was due to concerns about meeting numerous federal, state, and health-care industry requirements, other facets of the system had been developed for administrative reasons.The existing performance appraisal system was based on a combination of job descriptions and aperformance appraisal. In addition, health-care accreditation requirements necessitated using a competencymanagement program focusing on employee development and education. As a result, St. Luke's had combinedthe competency profiles with the job descriptions and performance appraisal forms. To complete an appraisalon employees, supervisors and managers scored employee performance on formal weighted criteria and thensummarized the information by compensation and benefits class. Those summaries were reviewed by uppermanagement for consistency, as one would expect. The overall performance appraisal process was paper-intensive, slow, and frustrating because it required a total of 36 different steps.A steering committee was formed to oversee the process of changing to a better performance appraisalsystem. The committee established that it was crucial for the new system to better fit the needs of those usingit. Also, the committee wanted the system to use more technology and less paper. Based on thesegeneral objectives, brainstorming was conducted to find bottlenecks and identify what the ideal auto matedprocess would look like. At this point, the committee understood the current systems and what key userswanted. After reviewing literature on performance appraisal systems, surveying other hospitals, and looking atsoftware packages, the committee decided it would have to design its own systemThe option chosen consisted of moving the numerical criteria scores from the individual pages of the jobdescription to a summary sheet that provided for scoring up to six employees on one form. Then total scoreswere calculated by the computer. Also, written comments were moved to a summary sheet dealing only withexceptions to standards.The most difficult part proved to be the design of the database. It had to be designed from scratch and hadto interface with existing HR systems. A software program was written to do the calculations using data alreadyin place, and another program was written to do the calculations. The new process reduced the paperwork from20 to 7 pages per employee. Supervisors and managers were given the option of using computerized commentsheets. Another time-saver was the ability to use the system to record and document noteworthy employeeperformance incidents, both positive and negative in nature, as they occurred throughout the year. Thisdocumentation feature eliminated the need for a separate note-keeping system that many managers had beenusing.To implement the new performance appraisal system, training for supervisors and managers was crucial.When the training program was developed for the new system, all 97 supervisors and managers were requiredto attend. During the training, attendees were given a sample package with appraisal forms, a checkoff timeline,a resource text, and directions for using the on-line performance appraisal forms.To determine if the original goals had been met, the committee developed an evaluation form. After thenew appraisal system had been in use, an evaluation revealed that 90% of the supervisors and managers feltthat the process had indeed been streamlined. The new process was viewed as easier to understand, a significantreduction in paper had occurred, arithmetic errors were prevented, and the appraisal information was clearerand more concise.The next year the committee reconvened to examine the first year of operation and identify areas forimprovement. Since then, minor revisions have been made in the performance appraisal system, updates oncomputer hardware and software were undertaken, and data screens have been simplified for managementusers. Also, efforts have begun to fully automate the performance appraisal system. In summary, the revisionof St. Luke's performance appraisal system met its objectives

The new performance appraisal system at St. Luke's Hospital was implemented to address the…

Based on the case study, you are required to discuss the followings: - 1. 5 Reasons why the new performance appraisal system at St. Luke’s Hospital is more likely to result in more accurate performance appraisals. 5 Advantages and 5 disadvantages of combining job descriptions, performance appraisals, and competency profiles for development as St. Luke’s did.

Based on the case study, you are required to discuss the followings: - 1. 5 Reasons why the new performance appraisal system at St. Luke’s Hospital is more likely to result in more accurate performance appraisals. 5 Advantages and 5 disadvantages of combining job descriptions, performance appraisals, and competency profiles for development as St. Luke’s did.

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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