Improving Performance of Health Employees - Essay Example

Assessment 2a: Improving Performance of Health Employees Student’s Name Institution Improving Performance of Health Employees Introduction Poor performance in health care settings results in substandard service delivery and sometimes inaccessibility of crucial medical services. Such effects lead to impaired health care outcomes, as patients do not get the medical attention they need on time and in the right manner. A number of literatures and studies have pointed out the importance of improving the performance of health workers and how it can be achieved through evaluating their interests, efficiency, and determination. The aim of this paper is to illustrate how the performance of health employees can be improved through effective human resource strategies and proper leadership styles. To capture the major aspects concerning health employee performance, this paper is divided into several sections, including the relevant organisational strategic goals and objectives, the steps and processes needed to achieve this goal, the various approaches to the issue, the best type of performance indicators, ways of engaging and motivating all the stakeholders, and the role of leaders in the entire process. Relevant Organisational Strategic Goal/Objectives There are a number of organisational goals and objectives that relate to improving employee performance and assessment. Firstly, every health organisation, like any other business, works towards increasing the market share for its products. This is one of the most fundamental objectives of any particular health organisation. An organisation can only prosper in a competitive industry if it is able to successfully expand its market share (Turnock, 2008). The expansion strategy depends on a good marketing plan, which consists of the overall strategic business plan for the organisation and how specific aims will be achieved. An effective marketing plan helps in increasing the firm’s market share by defining service offerings, analysing the competition, researching target markets, and eventually determining the best prices for its services and products (Fallon & Zgodzinski, 2012). The second relevant organisational objective is the need to enhance financial resources. The need to improve financial resources is part of organisational growth objectives and helps in allocation capital resources to future investments and other expansion projects. Capital can easily be obtained from cash reserves if an organisation’s financial resources are adequate (Turnock, 2008). For that reason, an organisation with adequate financial resources stands a better chance of attracting more creditors and investors to fund expansion due to its increased assets and improved cash flow (McSherry & Warr, 2010). Apart from organisational objectivity, innovation is another important goal that every health organisation wishes to achieve. Innovation is important in the sense that it enables organisations to remain relevant even in highly competitive industries (Fallon & Zgodzinski, 2012). Innovation requires organisations to direct some of their resources into research and development to help them provide better health care services. Organisations that are innovative can also reap more returns and benefits by bringing unique services into the health market (Lovey, Nadkarni, & Erdelyi, 2007). Lastly, every health organisation should come up with an effective action plan to help it outline specific actions to take for it to achieve its main strategic goals and objectives (Healey & Zimmerman, 2010). Action planning requires organisations to identify their top objectives and then develop smart, measurable, achievable, realistic, and timely (SMART) goals to ensure that they achieve the best results. In the course of developing and meeting SMART goals, organisations are able to effectively meet their specific business objectives (Glanz, Rimer, Vizwanath, & Orleans, 2008). Steps and Processes Required to Improve Employee Performance There are several steps in which health organisations need to put in place to ensure smooth implementation of the process of improving employee performance. Firstly, the organisations need to set clear, reasonable goals before implementing strategies for improving the performance of their employees (Sims, 2007). In setting such goals, an organisation needs to observe the staple principles of goal setting. The goals set should be SMART and realistic in relation to the organisation’s current position or situation. The goals should also reflect the day-to-day operations and the overall vision of the organisation to ensure they help it achieve its short-term and long-term objectives (Chevalier, 2007). Secondly, organisations, through their human resources personnel need to identify the human behaviours that are related to employee performance. Some organisations normally assume this step, forgetting that realistic and specific goals need to match the specific skills and talents that employees have (Galt & Paschal, 2011). Identifying behaviours that are critical to performance helps companies to devise highly effective plans for educating, training, and making their employees more effective. The plans also give such firms a platform for setting up higher goals (Sims, 2007). The third step involves establishing the most appropriate rewards and discipline. It is important for an organisation to prepare rewards and incentives before it embarks on the mission of trying to change or modify the behaviours and habits of its employees. Employees can only work smart towards achieving the strategic goals and objectives of their companies if they are motivated through prizes and rewards (Kirkpatrick, 2006). Every individual has a unique thing that motivates them; consequently, it is upon the HR personnel to identify the items that motivate each employee. This can be done through studying individual employees or by organising a meeting in which each employee is given an opportunity to mention what motivates them (Chevalier, 2007). Fourthly, HR personnel need to lay down strategies for administering rewards as promised. This should include organising ceremonies to celebrate employees who excel in their jobs. Celebration of hard work and issuance of rewards to employees who meet the targets set for them by the company should be taken seriously (Robinson & Robinson, 2008). In cases where the big strategic vision is not achieved, the rewards should be given out to employees who record positive progress towards achieving it. The rewards and celebrations should be done regularly to ensure that employees remain motivated all through (Evans & Lindsay, 2008). Lastly, HR personnel need to set measures for obtaining accurate and timely feedback concerning the entire process of employee performance improvement. Feedback can obtained from specific strategies set up at the beginning of the entire process to evaluate the progress of the entire process. The process should have different targets that are supposed to be achieved by specific dates and times (Watkins & Leigh, 2009). While doing all these, the HR personnel should ensure that quantity and efficiency are not given room to compromise quality and effectiveness. Some feedback is also supposed come from experts hired to mentor the employees toward improving their performance. Reports received from the experts can be used to ascertain the progress made by each employee in terms of their performance during a certain period (Galt & Paschal, 2011). Approaches to Improving Health Employee’s Performance There are various ways through which HR managers can improve the performance of their employees. Firstly, the experts need to encourage effective communication between the management and subordinate employees, and among junior workers. Encouraging effective communication requires managers to draw a clear job description for every employee to ensure that every job is well done (Carter & McMahon, 2005). Effective communication also means providing the necessary equipment, such as computers, the Internet, and adequate software, to enable employees to complete their jobs efficiently and in time. Employees also need to communicate with their managers over issues that they feel can prevent them from achieving their best. Once the managers of the organisation receive such information, they need to act swiftly and promptly to help employees solve their problems. A regular communication system between managers and employees also prevents any uncertainties from affecting future assignments (Deeprose, 2006). Secondly, HR managers need to guide their employees on good time management skills. Proper time management is essential in improving the job performance of a health worker. To teach them good time management, the workers are trained on how to plan their time, which helps them complete assignments sequentially and in accordance with their importance (Peters, 2009). This is so important in health organisations, where the quality of health care delivered depends a lot on the time factor. Good time management skills are also needed by health employees who work overtime to ensure that every assignment is completed promptly and efficiently (Liff, 2011). Thirdly, managers need to set realistic performance goals for their employees. Realistic goals imply specific and measurable targets. Employees should be given ample time to accomplish their assignments since a very short time may compromise the quality of health care services delivered (Jalilian & Sen, 2011). Performance appraisals should also be used to assess how employees work towards realising the organisational goals. With appropriate performance appraisals, employees have an opportunity to identify areas where they are weak and work on them. In order to ensure that the intended goals are SMART, managers need to work closely with employees when setting up organisational the organisation’s targets and objectives (Deeprose, 2006). Another important approach in improving performance of health workers is providing them with adequate training and education. Proper training and adequate education ensure that the workers perform their assignments more efficiently. In a health care setting, poor performance is more associated with the lack of proper training and adequate education (Peters, 2009). It is upon HR managers to work collaboratively with the heads of various departments to ensure that suitable training programs and facilities are arranged for the employees. The HR managers and heads of departments should teach employees how to tap into their hidden skills and potential to help their organisations achieve their goals and objectives (Carter & McMahon, 2005). In addition to training and education, promotion of teamwork in health organisations is also known to improve the performance of health workers. Most medical jobs cannot be completed by a single individual, as they require a dedicated team for maximum efficiency. Teamwork helps health employees to work together to accomplish organisational goals and objectives in the correct way and on time (Liff, 2011). Lastly, managers can improve the performance of health employees by motivating them. Motivation is one of the factors that impact employee morale, which in turn affects the efficiency and effectiveness of workers at the workplace (Deb, 2009). Managers need to select rewards, including monetary and non-monetary, which can motivate employees to work harder to achieve workplace efficiency. Monetary rewards may include compensations in form of money and other items for every task that is well done. Non-monetary rewards mostly include celebrations in which all employees, who excel in their work, are honoured (Loevinsohn, 2008). Performance Indicators/Measures There are four measurement tools that can be used to evaluate any improvements in the performance of health workers. The first tool is the 360-Degree Feedback method, which is used mostly in situations where HR managers wish to achieve a work environment that promotes interaction among employees at every level within the organisation. The tool contains input from every person from within who has adequate knowledge of the employee’s performance. To achieve the best results with the 360-Degree Feedback tool, employees need to be trained on how to give balanced and unbiased input, which is strictly based on professional capabilities as opposed to personal opinions, during the evaluation (Lepsinger & Lucia, 2009). The second tool that can be used to ascertain the level of employee performance improvement is the Graphic Rating Scale. The tool uses numerical ratings to evaluate employee performance based on aspects such as work procedures, processes, and techniques. The tool can also be used to measure other job factors, such as attendance, which determine the commitment of an individual employee. Unlike the 360-Degree Feedback tool, the Graphic Rating Scale is straightforward and does not require many hours of preparation or lengthy narrative responses (Snell & Bohlander, 2013). Another tool that can be used to measure employee performance improvement is the productivity test. These tests are suitable in checking whether employees, especially front line workers, are able to meet the organisation’s expectations. The tests are commonly used with a set of quantifiable targets that employees are supposed to meet. The tests provide accurate measurements and take less time to give results (Farr & Tippins, 2011). The last tool that can be used to engage employee performance improvement is self-assessment. The main element that is normally measured using this tool is objectivity, which comprises organisational goals and objectives. The tool helps to check whether employees are on the right track of achieving the set goals and objectives. The tool promotes an introspective assessment of career interests, strengths and weaknesses. Unlike other performance appraisals that are controlled exclusively by managers, the self-assessment tool gives employees a chance to contribute in the evaluation process. The tool can also enable employees to work closely with their managers to develop their skills and capabilities in relation to their jobs (Subrahmaniyam, 2009). Engaging Other Stakeholders in Improving Employee Performance Before a company outlines the strategies for engaging its stakeholders to participate in improving employee performance, it is advisable for it to first identify its stakeholders. An organisation may overlook some of its stakeholders, without knowing that every stakeholder has a role to play in its prosperity. In most health organisations, stakeholders are generally divided into two: internal and external stakeholders. Internal stakeholders mainly include employees, while external stakeholders comprise clients, creditors, sponsors, investors, and the government (Broad, 2005). There are two ways by which heath organisations can engage these stakeholders to participate in improving the performance of their employees. Firstly, the stakeholders can be engaged through informal meetings. Informal meetings are known to create a relaxed environment in which stakeholders can meet the organisations’ managers and deliberate on topics of mutual interest, such as employee performance. In such informal meetings, most stakeholders can feel free to give their opinions concerning ways of improving employee performance; when stakeholders are involved, they feel valued and that their opinions are of great importance to the organisation (Hawkins, 2011). Secondly, stakeholders can be engaged in the process of improving employee performance through setting up projects in collaboration with them. By setting up such joint projects, managers and employees of the company get a chance to interact with stakeholders more often. During such interactions, managers can seek stakeholders’ opinions on the performance of their employees and propositions on how to improve it (ISPI, 2010). Role of Leaders in Improving Employee Performance Leaders play a significant role in improving the performance of health workers; firstly, leaders, especially transformational ones, can contribute to the process by engaging stakeholders and other relevant personalities. Leaders can apply their skills to make stakeholders see the positive impacts and benefits that improving employee performance can have on their investments (Abiodun, 2010). Secondly, leaders can inspire creativity and transformation among employees to embrace the need for performance improvement. Transformational leadership is important in increasing the involvement of employees in the process as they begin to feel like they are part of the company. Leaders normally have the power to inspire their followers to develop an interest in their jobs and work harder to achieve their best without necessarily using monetary rewards. This leadership skill is important to companies, especially small health organisations, which do not have much money to give their employees in form of rewards (Blazey, 2009). Lastly, leaders can help managers and departmental heads in an organisation to develop SMART goals. Leaders know how to associate with employees and seek their opinions on issues that affect their efficiency. Through such associations, leaders can come up with the best options for developing goals that reflect on the employees’ as well as the company’s interests. Without such leaders, it is difficult for managers to come up with reasonable organisational goals that can ensure their prosperity (Lewis, 2007). Conclusion This paper addresses the issue of employee performance in health organisations and the ways in which it can be improved. Employee performance is a fundamental element in health care delivery, as poor performance can easily cause the loss of lives and other undesirable outcomes. Poor performance among health workers may be caused by unclear expectations, a deficit in the required skills, inadequate health facilities, and lack of proper employee motivation. The performance of health employees can be improved through effective HR strategies such as employee rewards and proper employee training and education, in addition to providing adequate facilities and equipment. To achieve the best results in improving employee performance, all the stakeholders, including external ones, should be involved, as they may have helpful opinions concerning the issue. Apart from the external stakeholders, leaders also play an important role in improving employee performance, as they have the capacity to inspire their followers to do their best without the use of monetary rewards. Improving employee performance is a collective process that requires employees, managers, stakeholders, and leaders to work together to attain the goals and objectives of the organisation. 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