Peel Memorial Hospital Case Study

Business professionals have long considered performance management a necessary tool for an their organization’s success by developing and implementing meaningful performance techniques. Performance management is rooted in future-oriented, proactive thinking that anticipates change and adopts short and long-term strategies to meet the demands of change in an organization. In other words, it is a “plan of action” for an organization by management to help the organization focus its strengths appropriately. While performance management defines patterns of objectives, purposes or goals, and major policies for an organization to achieving their goal; it also determines the needs of an organization that will enable it to realize its vision and mission.

When the mission statement in Peel Memorial Hospital (PMH) was at risk of being lost, management took the necessary steps of implementing performance management to reinsert their mission and vision to its staff by addressing “…existing issues, but also enabled the organization to work towards common objectives… a 'balanced scorecard' solution…addressed our issues and was considered to be an effective vehicle to help the organization evolve further”(Harber, 1998). By applying performance management, PMH was able to establish a shared workforce understanding to its staff about what they expected to achieve “…the concept of performance (at an individual and organizational level) is critical to business success. It can’t just be ignored”(Vorhauser-Smith,

For example, by determining their organization objectives to reach certain goals, which can be immediate (to be accomplished within one year), short term (two to five years) and long term (more than three years to initiate and fewer than 10 years to complete). In spite of the duration, the scope of this prediction should focus on different elements of an organization, including, but not limited to: finance, personnel, logistics, operations, and administration. Another course of action for PMH would be for the “Hospital leaders… to create an expectation that employees will report on their progress; using an automated performance management system as the standard reporting platform at all meetings can demonstrate leaders' expectations…leaders need to establish consequences for assigned employees who do not report on measures or perform up to standards”(Rodak, 2013). Finally another course of action for Peel Memorial Hospital (PMH) aligning performance management into the hospital would be for management to reaffirm to their employee value to its staff is needed for the mission to continue “…by encouraging a climate of adaptability and mutual trust. To develop trust, employees must feel as if they matter. They must also feel safe to speak