Managing PerformanceOn by Ramsey
Performance management system of organizations is the participation of employees to realize the organization’s goals. Employees must first know the goals through communication from the management then they work towards ensuring they achieve the goals. As the employees work on achieving the goals, they understand the values of correct evaluation to test their efficiency (U.S Department of Commerce, n.d). It is the work of the management to apply these concepts to ensure employees work to their level best. Healthcare organizations have difficult decisions to make in the currently competitive and demanding field. Their approach should aim at ensuring customer satisfaction, maintaining ethical issues, employee satisfaction amid the dilemma of profit making (Coutright, Edell & Smith, 2000). This paper analyses Mayo Clinic and identifies the current performance management system, formal and informal feedback processes, protection against litigation and improvements of employee performance.
Current performance management system at Mayo Clinic is the work towards maintaining the high business profile, which ranks as one of the best healthcare facilities in America. To accomplish this, they work on delivering advanced care and keeping the best professionals (Mayo Clinic, 2015). The hospital organizes these in its various departments, sets goals and allows them time to work. Such techniques give the departmental heads a chance to work on their promises and employees a self-driving force bearing in mind that their failure jeopardizes most of their services.
Performance feedback methods in an organization can be formal or informal, depending on the information one gives to the managers. It is wise to make this regular to inform employees regularly about their performance and remind them to either improve or change a few concepts of their work (Coutright, Edell & Smith, 2000). Formal feedback at Mayo Clinic includes departmental meetings and regular reports of different activities of the organization, both in their university colleges and hospital. The school delivers reports on the progress of training and education of diverse professionals, which helps the hospital to identify the right employees to top up their staff capacity. Departmental meetings and reports pass though the seniors of the hospital. A report developed and signed in 2015 gave the Board of Trustees the authority to ask and approve reports regularly, subjecting the different departmental heads into similar formal meetings (Mayo Clinic, 2015). Such plans drive the people into delivering fully on their projects and goals.
Informal feedback is by the unplanned reports by word of mouth or observation of employees when departmental heads make rounds within the hospital. Supervisors move round in cases when they do not fully trust the working ability of most workers, especially trainees. Such unforeseen meetings remind staffs to be intense in all their activities whether they are supervised or not (Mayo Clinic, 2017). Moreover, it solves the problems most of them encounter while working. At times, informal meetings happen when employees randomly meet their managers and raise concerns over their job.
Litigation in the workplace arises when employees do not feel the satisfaction from the management. Employees who experience such problems are ever on strike or compromise the quality of their work. Mayo clinic stands out to have experienced none of these cases in the past, indicating strong working relationship with the workers. It is because they have a strong management, trained and have a mastery of documentation systems to handle the employees, coming up with ideas that keep the employees satisfied. These handle remunerations, promotions and other motivations. Additionally, obeying employee –employer contracts is vital for their case. When their employees get the best, the management is sure of retaining them for the longest period they can (Mayo Clinic 2015). Finally, these programs must run through all the departments to ensure the employees receive a uniform treatment in the organization.
To improve employee performance, Mayo invests in training. Employee training focuses on improvement of skills and career guidance. Mayo has courses and programs covering the experienced doctors and future professionals with the University and clinics as best resources (Mayo Clinic, 2017). External seminars and conferences on the emerging market trends keep them in focus to remain on track and implement new strategies. Additionally, compensation from the human resource department retains their employees. All staff gets efficient remunerations and motivation tips keep them within their jobs for long. A failure of this would send them away and compromise the ability of the hospital to deliver on their goals and visions.
To sum it up, companies need to have a proper performance management to handle their work in a better way. It sets the goals, supervises and implements for achievement. A company that fails in this process should identify the areas of underperformance and improve n them for the realization of targets. In doing so, Mayo Clinic manages to determine the needs of the organizations and gives the departmental heads an opportunity do their best and deliver. In the implementation, feedback plans identify the challenges employees and managers face, discusses with the right authorities and design changes. These feedback plans can be formal or informal, like meetings or random questions. Finally, Mayo Clinic employees experienced staff and train them to avoid employee litigation at work. These are coupled with the excellent training to employees and compensation for the hospital.
Coutright, J. W., Edell, E. S., & Smith, S. (2000). Strategic performance management: development of a performance measurement system at the Mayo Clinic. Journal of Healthcare Management, 45(1), 58-68.
Mayo Clinic. (2015). Mayo Clinic: Governance and management structure. Retrieved from Mayo Clinic website: http://www.mayoclinic.org/documents/governance-management- structure-pdf/doc-20079617
Mayo Clinic. (2017). Mentoring expectations. Retrieved from http://www.mayo.edu/ctsa/education/kl2-mentored-career-development-program/for- current-scholars/mentoring-expectations
Mayo Clinic. (2017). Initiative for Maximizing Student Development (IMSD). Retrieved from http://www.mayo.edu/mayo-clinic-graduate-school-of-biomedical- sciences/programs/initiative-for-maximizing-student-development- imsd?_ga=1.161788729.40598007.1486003751
U.S Department of Commerce. (n.d). Performance management systems handbook. Retrieved from http://hr.commerce.gov/Practitioners/PerformanceManagementandAwards/DEV01_0061 73
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