Healthcare Human Resource Management Flynn Mathis Jackson Langan
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Healthcare Human Resource Management Flynn Mathis Jackson Langan

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Healthcare Human Resource Management Flynn Mathis Jackson Langan Healthcare Human Resource Management Flynn Mathis Jackson Langan Presentation Transcript

  • Healthcare Human Resource Management Flynn Mathis Jackson Langan Performance Management in Healthcare Organizations Chapter 9 PowerPoint Presentation by Tonya L. Elliott, PHR
  • Learning Objectives
    • After you have read this chapter, you should be able to:
    • Discuss the importance of the performance appraisal process
    • Compare and contrast the administrative and development uses of performance appraisals
    • Review the informal versus systematic appraisal processes
    • Identify who should conduct appraisals
    • Describe the various methods of appraising performance
    • Identify the various rater errors that occur during the appraisal process
  • Job Criteria
    • Job Criteria
    • Factors employees must meet for satisfactory job performance
  • Job Criteria Relevance
    • Ensure job description is accurate and appropriately tied to performance standards before conducting an evaluation
    • Potential Problems
    • Deficient – omitting significant criteria
    • Contaminated – including irrelevant criteria
  • Performance Appraisals
    • Performance Appraisal
    • The process of evaluating an employee’s performance
    • Legal Issues
    • Avoiding discrimination – appraisals must be:
    Objective Job Related
  • JCAHO and Performance Appraisals
    • Joint Commission on Accreditation of Healthcare Organizations
    • Standards affecting performance appraisals:
    • Management of human resources
    • Leadership
    • Improving organization performance
    • Components of JCAHO-acceptable performance appraisal systems include:
    • Job descriptions identifying duties and required competencies
    • A performance evaluation process and supporting documents
    • Competency assessment checklists
  • Conflicting Roles for Performance Appraisal Figure 9-1
    • Informal appraisal process
    • Conducted at manager’s discretion
    • Used to praise good work
    • Used to motivate to improve behavior
    • Formal appraisal process
    • Systematically defines an organization’s policies & procedures
    • Official form used to document important aspects of job and employee’s performance
    Informal vs. Systematic Appraisal
    • Supervisor Subordinate
    • Employee Manager
    • Team/Peer Team/Peer
    Who Conducts Appraisals Supervisor typically conducts review in face-to-face meeting Some organizations have employees rate their managers
    • Teams or peers generally have first-hand knowledge of one another’s performance, while managers may not
    • Team members must feel comfortable in offering honest feedback
    • Downside includes potential disagreements in peer group
    • Self-Rating
    • Employees rate themselves
    • Requires they examine their own strengths & weaknesses
    • Outside Raters
    • Organization may employ an outside expert to evaluate an employee’s performance
    • Multi-source Ratings
    • “ 360-degree appraisal”
    • Feedback on performance provided from many individuals (peers, subordinates, self, and manager)
    Who Conducts Appraisals (cont’d)
    • Comparative Methods
    • Ranking
      • Compares employees against each other
    • Forced distribution
      • Use of statistics to sort rated employees along a bell curve
    Performance Appraisal Methods X ------------------- Y Employee order: #1, 2, 3, 4, 5, 6, 7, 8, 9, 10… Category Methods
    • Graphic-rating scale
      • A continuum
    • Checklist method
      • Check items that describe employee’s performance
    • Narrative Methods
    • Essays
      • Describes employee performance
    • Critical incident
      • Documenting incidents that are highly favorable and unfavorable representations of employee’s performance
    • Field-review
      • Outside party reviews manager’s comments about each employee and then rates each employee
    Performance Appraisal Methods (cont’d)
    • Behavioral/Objective Methods
    • Behaviorally anchored rating scales (BARS)
      • Employee behavior is measured against a scale of performance levels
    • Management by objectives (MBO)
      • Specifies performance goals that the employee & manager agree to complete within a defined period
      • Usually tied to organizational objectives
    Performance Appraisal Methods (cont’d)
    • Recency
    • Using only recent events to judge employees’ performance
    • Central-Tendency
    • Rating all employees with a narrow range
    • Leniency
    • Giving all employees high ratings
    • Strictness
    • Giving all employee low ratings
    • Rater Bias
    • When manager has a bias against a certain employee or employee group based on manager’s own values or prejudices
    Rater Errors
    • Halo effect
      • When a manager rates an employee high or low on all job standards based on one characteristic
    • Contrast errors
      • When a manager compares employees to each other rather than to job performance standards
    Other Rater Errors
  • Feedback Systems The Feedback Process Figure 9-6
    • Reactions of managers
    • Significant time commitment
    • Balance judging performance with supporting development and mentoring
    • Reactions of employees
    • Variety of reactions to their appraisals
    • Need manager’s support on self-development & improvement
    The Appraisal Interview Key Factors Preparation Effective communication
  • Dealing with Performance Problems Figure 9-7
    • Performance Improvement Plans
      • Based on information managers receive about an employee’s performance
      • Implemented when manager & employee meet to discuss expectations and construct the improvement plan
    Performance Improvement Plans
    • Key Components:
    • Description of the problem
    • Clear job expectations
    • Plan that improves performance
    • Resources available to the employee
    • Process to evaluate performance
    • Timeline for improvement
    • Consequences if performance does not improve
    Performance Improvement Plans (cont’d)