Examines the issue of HRM and how it applies in the field of hospitals. Looks at how performance management (PM) is directly linked to HRM.
Written in 2002; 4,215 words; 26 sources; MLA; $ 112.95
Paper Summary:
This paper examines the various functions of HRM. Issues examined include the overall importance of PM in strategic HRM, the rationale for implementing PM, the advantages, disadvantages, tasks and goals of PM and the relevance of PM in the specific environment created by hospitals. The literature examined demonstrates that performance management has evolved as one of the critical tasks of human resource management in this particular work setting.
OUTLINE
Introduction and Purpose
Description of Performance Management (PM)
Role of Human Resources Management (HRM) in PM
Purpose of Study: Centered in Hospital
PM and Quality
Standards of JCAHO
Goals of PM in Hospitals
PM in Hospitals and Health Care
Standards and Scope
Purpose and Goals
A Blueprint for PM in Hospitals
Issues in Hospital HRM/PM
Role of HRM
Appraisals
Education
Rewards/Incentives
PM. HRM. Training and IT
Information Technologies (IT) and their Impact
Continuous Quality Improvement (CQI)
Patient Care
Deficits and Challenges
Summary and Conclusions
Restatement of HRM Role
References
From the Paper:
"Performance Management (PM) is a system composed of an orderly series of programs designed to define, measure, and improve organizational performance (Katz & Green, 1997). It is a system developed to ensure compliance with requirements, that is, that staff are in compliance with written standards. PM uses the tools of statistical process control to form the basis for decisions about change. It incorporates the processes of performance awareness, performance measurement, and performance improvement.
Successful PM requires the creation, maintenance, use, and evaluations of mechanisms to define and revise standards and to inform those affected by the standards about them (Katz & Green, 1997). It requires the judicious deployment of fiscal, human, and material resources. It speaks directly to issues related to quality and such traditional quality-oriented tasks as quality assurance, quality control, and continuous quality improvement (CQI). In such disparate settings as sales organizations, hospitals, automobile and other manufacturing facilities, and schools, PM is a vital element of a cross-sectional, organization-wide strategy for coping with uncertainty, managing change, and "growing" an organization while satisfying client and customer needs (Skinner & Mabey, 1997)."
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