Human Resources Management in Health Care Human Resources Management in Health Care The performance management system established atIntermountain Healthcare was in line with the overall performance management process and should have yielded the expected results that include better performance of the organization. The organization identified the problem warranting change of management, which was anticipated reduction in governmental funding. This is the first step in performance management. The organization also included monitoring of performance in their main agenda, talent management, and reward systems that included various incentives to motivate the employees (Bohmer & Romney, 2009).
According to performance management, the overall strategies established are supposed to establish a common direction to realize the established goals. This was done at Intermountain through the talent management that was linked to competencies so as to achieve strategies. The second step involves rewarding the performance through pay increase, rewards, and promotions. Intermountain used various incentives such as public recognition and peer pressure. In addition, performance management requires the documentation of performance, which was done to determine the overall operational effectiveness as well as their engagement. This then led to the identification of some areas that required improvement, which was facilitated (Bohmer & Romney, 2009).
Moreover, the process also requires coordination of activities that the organization facilitated through occasional meetings. The last step involves evaluation to determine the performance of the system established. Intermountain undertook this process assessing the effect on revenues and cost. This therefore indicates that the process was developed in the appropriate manner. The performance management system could enhance the strategic objectives in various ways. One of the best ways of improving this is through encouraging further employee participation.
The organization already had a specified level of participation but this may not have been used on the rewarding systems, which is the main reason as to why there were only there main forms of rewards. The employees could become motivated further if they were given the opportunity to suggest the rewards that they would like to receive on realization of a specified goal. It could also improve the strategic objectives through additional ideas in the established culture such as offering of clear feedback following performance appraisal.
Feedback also works towards motivation and in the long run improves the objectives as individuals know their current and previous performance. Here, the employees work towards a specific achievement. This leads to establishment of performance focused organizational cultures (Mathis & Jackson, 2010). The physician incentives at Intermountain included peer pressure, public recognition, and bonus. Although they led to improvements in the productivity of the overall organization, this performance would be ever increasing if the employees could choose their incentives and rewards.
However, the organization took a different approach with the physicians as compared to other employees. The main objective of the organization in this decision was to ensure that the employed physicians, who comprised a third of the employees, would be fully engaged and committed in realization of the corporate goals. In addition, this is the most important part of the employees since they have the experience and expertise required by the organization. The system may also improve the performance appraisal process mostly through providing a way of rating the employees based on previous, current, and expected performance (Mathis & Jackson, 2010).
This can also be important in determining how the organization would administer employee wages as well as identification of individual employee weaknesses so as to improve on them. The system would also help in the appraisal process because it would contribute towards the realization of organizational goals through the provision of answers to a wide array of work related issues. References Bohmer, R. M.
& Romney, A. C. (2009). Performance Management at Intermountain Healthcare. Boston: Harvard Business School Publishing. Mathis, R. & Jackson, J. (2010). Human Resource Management. New York: Cengage Learning.