Human Resource Management: Johnson Memorial Medical Center - Term Paper Example

? Human Resource Management: Johnson Memorial Medical Center Task: Outline I. Introduction II. A strategy for integrating jobperformance and training in JMMC III. The Main Performance Management challenges Facing JMMC IV. Basics of PMI that can promote employee performance and Retention V. The Best Practices for Improving Employees Relations at JMMC VI. Conclusion VII. References Introduction According to Flynn (2004), Human Resource Management (HRM) is a prime factor that defines the attainment of the firm’s objectives since the system determines and coordinates associates who runs elements of a certain project. Morgan (2005) asserts that, effective management is essential in building a strong workforce. Therefore, this paper explores the concern of improving the employees’ performance and retention in Johnson Memorial Medical Center (JMMC). A strategy for integrating job performance and training in JMMC Adoption of a performance culture would considerably enhance the hospital’s productivity; however, integrating the culture into the hospital’s activities is challenging hence demands a tactical scheme (Beckwith, 2003). Importantly, learning opportunities provided in a firm determine its output hence asserting the rationale of inviting extensive trainings (Fallon & McConnell, 2007). Therefore, the subsequent is a scheme for integrating a performance and training plan in the center. The initial stage entails understanding the nature or the scope of the firm’s activities. This involves using informative tools in examining the organization’s world, employees concerns and their daily pressures, service inputs and feedbacks schemes (Fallon & McConnell, 2007). Consequently, the hospital should design training courses that respond to each of these factors. After designing an ideal scheme for facilitating performance and training, a performance support plan should be instituted. A support scheme would minimize the need for training by asserting vital information, availing performance aids and addressing minor issues. Importantly, a support plan adopts the responsibility of checking and executing policies that mentors the performance (Flynn, 2004). Subsequently, the need be development of a community practice; an approach that communicates the need of augmenting the little performance realized to further improvements hence building a culture that values achievement. Additionally, the management may promote informal learning through social media by designing educative documentaries (Beckwith, 2003). A rational tactical skill for integrating learning is designing duties that lead to natural learning hence promoting a career-based learning environment (Fallon & McConnell, 2007). This plan would integrate a performance and training culture in the Hospital effectively; however, the organization needs to examine the efficiency of the plan frequently. The Main Performance Management challenges Facing JMMC An apparent challenge undermining the Hospital’s activities is the lack of a standard tool for determining performance. Consequently, the management group engages in solemn disagreements while accessing employees’ efforts. The complexity of the matter emerges by the virtual that performance is associated with traits that are not in coherent with the Hospital’s objective (Flynn, 2004). The absence of communal measuring criteria leads to disputable decisions hence compromising performance management. Additionally, there is a problem of leaders defocus and sabotage. The hospital lacks tactical strategies that can keep leaders focused or address sabotage efficiently. Evidently, cases exist were leaders have ignorantly or deliberately deviated from the performance track. High performance is achievable though a long process hence focus is essential. Indeed, the process has smooth and rough moments; therefore, the organization must develop mechanisms that suppresses laxity during cool moments and encourage the team in overcoming challenges in rough times (Beckwith, 2003). Lastly, the firm struggles with the challenge of poor scrutiny of the performance process. Building performance demands accurate quantification of the results, a feature that is lacking at the center. The procedure provides them with information regarding the areas that need emphasizes (Flynn, 2004). However, the Hospital’s analysis tools are unable to provide relevant information hence previously the hospital has engaged in blind ventures. This situation has hence affected the productivity of their scheme considerably. Basics of a Performance Management Initiative (PMI) that can promote employee performance and Retention Adopting initiatives merely cannot guarantee improvements on the employees’ performance and retention. Consequently, effectual performance promotion initiative (IPM), should accounts for the subsequent concerns. Rational rewards: The reward linked with the performance should be proportionate to the effort availed. Under-rewards weaken employees’ morale since they consider the achievement not worthy hence feels wasted. As such, they are not ready to avail more efforts in future (Beckwith, 2003). Transparency in rating performance: The organization should present a logical rating system since biased models have detrimental effects. Transparency builds satisfaction hence challenging employees to invite further efforts in their duties (Camilovic, 2010). However, biased rating undermines performance since the practice develops a notion of discrimination hence some teammates assumes that their efforts are neglected. Precise Job Expectation: An effective PMI program provides a clear description of the task detailing the responsibilities, concerns and rewards. Every employee should have knowledge of what to expect out of his/ her effort. This acts as a pilot plan that guides employees towards attainment of the objectives. This is imperative as Camilovic (2010) asserts that expectations may act as an inbound force that drives employees to higher degrees of productivity. Performance Standards: An ideal PMI should spell standards plainly, since they act as benchmark tools that provide employees with opportunities for examining their performance (Morgan, 2005). Indeed, standards justify the ratings accorded to performance hence promoting universal acceptability. An appropriate PMI scheme is the one that has fragmented completion stages since employees can cluster their performance against the plan’s levels (Morgan, 2005). The Best Practices for Improving Employees Relations at JMMC Employees are partners in building the organization’s performance. As such, there need to be an effective relation among these associates if an organization ought to achieve high outputs. The following strategies can promote employees relations at the center. Initially, embracing communication can efficiently promote relations. Encouraging communication within the organization may seem as an obvious practice, but communication has a substantial effect on relations. According to Morgan (2005), communication provides a chance for seeking clarifications, a practice that minimizes tensions between parties. Importantly, informed individuals adopt wise decisions since they have an opportunity of considering all variables (Beckwith, 2003). Additionally, JMMC’s workforce comprises of assorted employees who have divergent personalities, backgrounds and values. These differences may affect employees’ relations since one’s habit may irritate a neighbor (Morgan, 2005). This elicits the need of fostering tolerances and inclusiveness in developing effective relations. The management must advocate for a culture that uphold these crucial practices. Importantly, the concern of being accommodative binds administrators. Occasionally, conflicts emerge between administrators and employees hence calling for a consensus. A rational consensus calls negotiators to shun self-centered perspectives; however, this is not practical to many administrators (Beckwith, 2003). An ideal practice would entail presenting a wide mind that tries to understand the concern of other parties by analyzing their agony inclusively (Camilovic, 2010). Conclusion Apparently, the rational of incorporating a training and performance plan in JMMC’s activities cannot be re-emphasized. Adopting tactical management skills enhance the performance of the firm substantially since this is tantamount to inviting the benefits of these practices to the firm. Therefore, the JMMC management needs to capitalize on each of the opportunity provided in the identified strategies to foster success. References Beckwith, A. (2003). Improving business performance - the potential of arts in training. Industrial and Commercial Training, 35(4), 207-209. http://search.proquest.com/docview/214107315?accountid=45049 Camilovic, S. (2010). Basics for applying a contemporary concept for human resource management. Faculty of Tourism and Hospitality Management in Opatija.Biennial International Congress.Tourism & Hospitality Industry, 820-830. http://search.proquest.com/docview/763422487?accountid=45049 Fallon, L. F., & McConnell, C. R. (2007). Human resource management in health care: Principles and practice. Sudbury, Mass: Jones and Bartlett Publishers. Flynn, W. J. (2004). Healthcare human resource management. Mason, Ohio: Thomson Learning, South-Western. Morgan, M. W. (2005). Improving business performance: Are you measuring up? Manage, 49(2), 10-12. http://search.proquest.com/docview/274313555?accountid=45049 Read More