LIFE CARE CENTER PERFORMANCE MANAGEMENT SYSTEM
Introduction
Building a performance management system (PMS) that’s effective to developing short and long term goals for future organizational success must incorporate everybody from upper-management to entry-level employees. However, it takes leaders and followers to be on the same page in order to make that plan standout and become effective. That means establishing a developmental plan, having the right culture behavior, proper staff, strong leaders with strong leadership skills, building employee relations, sustaining employee retention, a reward system that’s beneficial and rewarding to every employee, and implementing appraisals. This research paper on Life Care Center (LCC) will examine on what needs to improve to build a better PMS for future organizational goals and success.
Organizational Strategy
Every organization must have a mission, vision, and purpose to achieve short and long term goals. LCC has all three components in place to achieve their organizational goals, however in 2013 LCC had a huge downfall to their performance management system plan that lost dedicated employees across the board. LCC, has implemented different PMS, which assist them set the standards in achieving future goals and rewards for many years. However, in order to establish and achieve the effect of PMS goals, every employee must possess the knowledge, skills, and ability (KSA) to fulfill the purpose, value, and mission of the PMS that the LCC has provided. LCC is held as a provider of skilled nursing care. LCC owns, manages, and/or is affiliated with skilled facilities, assisted living, home health agencies, hospice care facilities, and retirement centers nationwide.
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In 2012, Forbes contributor Sebastian Bailey professed, “Bad performance management costs a lot and delivers very little. In fact, when it goes wrong, he tells us, it dilutes the effect of every other people investment. Yet, when done right, the impact is significant (Bailey, 2012). We learn from Aguinis (2013), that there are dangers associated with a poorly implemented performance management systems. These include; increased turnover, wasted time and money, decreased motivation to perform, as well as damaged relationships and lowered self-esteem (p.9). The first purpose of performance management systems is to help top management achieve strategic business objectives (Aguinis, 2013). This reinforces behaviors that are consistent with the company’s cultures and goals and also plays an important role on the commitment, engagement and loyalty of company employees. Employees who have clear expectations, can align their values and vision with the company’s, understand what is expected of them and what they earn in return will have higher satisfaction and longevity within an organization.
Hospitals and regional health authorities throughout Canada are currently facing problems. Mergers, forced, closures, and funding restraints are major challenges that the healthcare industry currently faces (Harber, 1998). Furthermore, there are cultural differences in addition to non-acute and community-based services (Harber, 1998). While all of these challenges are faced, the healthcare industry must remain loyal to their customers and provide quality services while ensuring that the stakeholders remain pleased with the current financial situation of the industry and individual hospitals; this is done by setting a mission, or vision statement, and fulfilling all of its requirements.
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At the Progressive Care Unit at Spectrum Health Blodgett Hospital site, the CFHI is recommended as the most appropriate Organizational Assessment tool due to its versatility and comprehensiveness. The recommendation is made based on the all-encompassing nature of the OA since it tackles a wide variety of important aspects that will help the institution transform its operations into a high-performance organization. Firstly, the CFHI assessment tool notably engages all relevant stakeholders in the transformation process; stipulating their respective contributions toward the desired goal. In this respect, the institutions management, staff, patients, and their families are engaged and empowered to play their respective roles. Here, the Unit’s
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Organizational capabilities refer to an organization 's skill in combining its resources to produce goods and services. These capabilities are organized in a chain of activities that gives the product or service more added values. Since the patients are hopping from Caring Angle Hospital to other specialized hospitals looking for various treatment of care (Burns, Bradley, & Weiner, 2012). For instance, heart and cardiovascular care would be two great specialized cares for our facility and for the larger community. To add to that value, Caring Angel Hospital will need to enhance the scope of those physicians who specialize in the treatment of heart and cardiovascular care.
The Choice for a nursing home is solely based on the constraints that are associated with nursing homes. In a nursing more, control can be implemented versus a hospital because of it a smaller facility. In addition, the Baldrige framework is nonprescriptive in nursing homes and is used to measure, unify, educate, utilizes all components, incorporate, use it mission and enlighten the organization on its principles. The Baldrige criteria that are vital for nursing homes are the Performance approach. Nevertheless, the Performance criteria define and engage efficient leaders.
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Performance management aims to manage and improve individual performance with a vision to improving performance across the entire business. [Walter. M, 1995] defines performance management as the process of ‘Directing and supporting employees to work as effectively and efficiently as possible in line with the needs of the organisation’. It is very important to direct and support employees to work efficiently, and this can only be successful if a well-structured performance management system is put in place. But, nonetheless some organisations don’t get it
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Performance management is a management tool used to value, monitor and measure a company’s strategies that ensure the efficiency and effectiveness of its product delivery. This management tool does not focus on the organisation and on its employees as well as stakeholders. It is a continuous process that entails that managers make sure that organisational and employee values are corresponding (Aguinis, 2005,p.1/2-1/5). Performance Management brings about the competencies in the employees, increases self-esteem by giving feedback to employees, there is a low number of lawsuits because it helps understand the company better (eThekwini Municipality, 2008,p.10-11). According to Pride, Hughes and Kapoor (2011, p.288) performance management creates motivation for employees; one theory of motivation is of Expectancy, which stipulates that employees satisfaction is driven by expectations of what an organisation will offer in return.
Organizational commitment is the strength of an individual’s identification with an organization. There are three kinds of organizational commitment: affective, continuance, and normative. Affective commitment is an employee’s intention to remain in an organization because of a strong desire to do so. Continuance commitment is and employee’s tendency to remain in an organization because he or she cannot afford to leave. Lastly, normative commitment is the perceived obligation to remain in an organization (Nelson & Quick, 2013, pg. 62).
Performance management is a process that guarantees an organisation and all of its available resources are working collectively and effectively towards achieving the organisation’s mission or goal. Performance management affords an understanding of what drives an individuals, and even organisations, performance at all levels. An understanding of performance management allows for the identification and minimisation of unproductive areas of an organisation, as well as an ability to predict future performance. It is a powerful tool that can be used by managers at all levels of an organisation to help improve a company’s productivity.
Performance management is a continuous process that creates a working culture to encourage employees to improve their work performance and reach their full potential during their stay of employment. Performance Management also provides strategic direction, develop competency in employees and instill organization value. This paper will identify methods and affects that performance management plan has on the organization and their employees.