On two separate parapraph give your personal opinion to Tamara Seguin and Jarvis Nelson with a total of one page work
Creating performance managers, according to Groscurth, C. (2015), should not assume that everyone will achieve the same level because they receive the right training, in fact it should be based on individual talents and skills and the success within their role. Talent and knowledge should also be considered. Having management skills is also suggested. Employees should be open and receptive to feedback and use that feedback to improve and grow.
Some other good qualities of a manager include, allowing the employees to make their own decisions, praise employees for work done well, show their employees they care about them, and having open communication. Managers need to hire the right people. In healthcare empathy is a great trait. Employees who connect emotionally and are energetic with attributes to perform well using a good thought process.
Communication between management and employees leads to better performance in a health care. It encourages staff to communicate with patients making everyone happy. When a manager is talking with employees they should focus on their strength. focusing on the positive strength with the employees will improve perform and employees will be more engaged, this is called strength-based performance management strategy. When using this strategy there are some things to keep in mind. Many employees may not know their strengths. Develop ways to apply strengths as a shared performance objective in your organization. Show employees their talents and assist them in meeting these goals. Have performance discussions and reviews to help the employee set and meet these goals and expectation. Communication should be done regularly not once a year.
The performance management system is designed to assist in the employee’s growth and development.
Groscurth, C. (2015) Hospitals’ Performance Management Must Be Improved Fast. Retrieved from https://news.gallup.com/businessjournal/182195/hospitals-performance-management-improved-fast.aspx
Outcome refers to the results achieved from the delivery of care (patient health and functional status). Outcome also refers to the results and performance achieved by the organization. In the Donabedian paradigm it is a backward approach which simply calls for setting the outcome and performance targets (goals and expectations) starting with the end in mind, and then formulating initiatives and actions (processes) that can serve as a bridge to take the organization from its current performance to its desired performance, which is the end result. (S, S., B, A., M, O., S, M, 2013). In order to measure the outcomes, you must measure the outcomes of each proposed intervention or procedure and compare the outcomes.
Sadeghi, S., Barzi, A., Mikhail, O., Shabot, M, . (2013). Integrating quality and strategy in health care organizations. Burlington, MA: Jones & Bartlett Learning
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