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Performance Improvement in Hospitals and Health Systems: Managing Analytics and Quality in Healthcare, 2nd Edition (HIMSS Book Series)
by James R. Langabeer IIHealthcare Organizations offer significant opportunities for change and improvement in their overall performance. Hospitals and clinics are generally large, complex, and inefficient, and need serious development in process workflow and management systems, which will ultimately lead to better patient and financial outcomes. The National Academy of Medicine has stated that hospital systems are broken, and that they must begin by "… improving hospital efficiency and patient flow, and using operational management methods and information technologies." In fact, costs and quality are two of the important aspects of the "triple aim" in healthcare. One area that offers significant potential for improvement is through the application of performance improvement methods to patient and process flows. Performance improvement has a significant impact on a hospital’s over financial and strategic performance. Performance improvement involves the deployment of quantitative and scientific methods to model and influence the functioning of organizations. Performance improvement professionals are tasked with managing a variety of activities, such as deploying new information technologies, serving as project managers for construction events, re-engineering departmental process workflow, eliminating bottlenecks, and improving the flow and movement of patients between resource-intensive clinical areas. All of these are high risk, and require use of advanced, sophisticated methods to improve efficiency and quality, while minimizing disruptions from change. This updated edition is a comprehensive and concise guide to performance improvement in healthcare. It describes the management engineering principles focused on designing optimal management and information systems and processes. Case studies and examples are integrated throughout all chapters.
Performance Indicator
by Kenneth CortsPerformance Indicator is a start-up that holds patents on the use of color-change technology to indicate when golf balls have been damaged by exposure to water. Because golfers put two to five used golf balls into play for every one new ball they buy, the used golf ball market cuts severely into the sales of manufacturers. Performance Indicator's technology would dramatically curtail the availability of used balls, doubling or tripling the size of the market for new golf balls. At the time of the case, the founders have been pursuing this idea full time for five years, but have yet to convince any manufacturers to license their technology.
Performance Management
by Herman AguinisFormerly published by Chicago Business Press, now published by Sage Performance Management, Fifth Edition covers the design and implementation of effective and successful performance management systems – the key tools that can be used to transform employee talent and motivation into a strategic business advantage. Author Herman Aguinis focuses on research-based findings and up-to-date applications that consider the changing nature of work and organizations. Hear the author share teaching strategies using content from the Fifth Edition.
Performance Management
by Herman AguinisFormerly published by Chicago Business Press, now published by Sage Performance Management, Fifth Edition covers the design and implementation of effective and successful performance management systems – the key tools that can be used to transform employee talent and motivation into a strategic business advantage. Author Herman Aguinis focuses on research-based findings and up-to-date applications that consider the changing nature of work and organizations. Hear the author share teaching strategies using content from the Fifth Edition.
Performance Management: A Practical Introduction (HR Fundamentals #8)
by Linda AshdownEffective performance management is at the heart of organizational success, delivering able and motivated employees who are aligned to an organization's values and goals. Using a combination of case studies, interviews, tools and diagnostic questionnaires, Performance Management is a complete and practical guide to getting the best out of people and achieving positive organizational outcomes through successful performance management. It covers all areas of the subject, from objective-setting, giving feedback, measuring performance and managing underperformance and absence, to effectively integrating systems and processes into organizational and HR strategies.This second edition of Performance Management contains new material on the ethical focus of the topic, promoting employee wellbeing through performance management, and the future of the annual appraisal, as well as new case studies and examples from Deloitte, Jumeirah Hotels, the CIPD and Hilton. Supporting online resources consist of additional activities and guidance for further research on the topic.HR Fundamentals is a series of succinct, practical guides for students and those in the early stages of their HR careers. They are endorsed by the Chartered Institute of Personnel and Development (CIPD), the UK professional body for HR and people development, which has over 145,000 members worldwide.
Performance Management
by Linda AshdownTailored to the needs of HR practitioners it offers a complete overview of the field strongly aligned to organizational and HR strategies and objectives. Using a combination of practical tools, assessments, scenarios and case studies from best practice it will build your knowledge of the area including motivation, key competencies, types of assessment and performance review and dealing with underperformance. Aligning performance management with strategic objectives it will equip you with the skills you need to plan, implement and assess relations in any type of organization.
Performance Management
by Charles M. CaldwellOrganizational success depends on the continuous improvement of staff performance at al levels. People constitute the real competitive advantage in business and industries of all types. Enhancing the performance of your people and ultimately your organization depends on the continuous improvement of staff at all levels. An effective Performance Management system is essential to help employees perform at their best and align their contributions with the goals, values, and initiatives of the organization. Performance Management presents managers and supervisors with a clear model they can follow to plan, monitor, analyze, and maintain a satisfying process of performance improvement for their staff. Designed for readers to apply what they are learning to their current job responsibilities, this book offers exercises and assessments to determine your readiness to implement performance management. It also illustrates strategies for developing the crucial communication skills of coaching, problem solving, and giving feedback while teaching methods for linking organization and personal goals. By demystifying the role of performance management techniques, Performance Management provides the knowledge and tools to design and implement a workable system that benefits the organization and inspires employees to manage their own performance.
Performance Management: Concepts, Skills and Exercises (Human Resource Management Ser.)
by Robert Cardy Brian LeonardThis comprehensive text provides an engaging examination of the entire process of performance management. It balances concepts with practical skill-based exercises, and gives readers both an understanding of performance management and the ability to manage performance. An online Instructor's Manual is available to adopters, and free PPTs are available through the author's website.
Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics
by Gary Cokins<p>An organizational transformation has taken place, in which the source for every organization's return on financial spending is shifting from tangible assets, like equipment, to intangible assets, like information and its people. But transforming an organization is much like having heart surgery while running a marathon without a finish line. <p>Written by Gary Cokins, one of the most well-known gurus of performance management, Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics is your finish line! <p>Beginning with a tongue-in-cheek description of how not to pursue a performance management culture, this big-picture book clarifies what performance management really is, what it does, how it enables better decisions and how to make it work. Revealing the relevant aspects of performance management, it discusses why integration of multiple management methodologies and behavioral change management are crucial to overcome managers and employees' natural resistance to change.</p>
Performance Management: Changing Behavior That Drives Organizational Effectiveness (4th Edition, Revised)
by Aubrey C. Daniels James E. DanielsPerformance Management offers strategies gained through ongoing research and successful PM applications in businesses and industries around the world. Since the 1989 publication of the third edition of this book, both scientists and practitioners have made continual advances in behavior-based performance enhancement. Dr. Aubrey C. Daniels and James E. Daniels now share those innovations and insights in a reorganized and expanded text. The upgraded material * conveniently divided into the two sections of Theory and Application * includes new chapters aimed specifically at addressing workplace performance issues: The Science of Behavior in Business* Being a Proactive Manager* Separating Behavior from Non-Behavior * Evaluating Performance Change * Finding and Creating Reinforcers * Delivering Reinforcers Learn to:Recognize the observable effects of positive and negative reinforcement, punishment, and penalty in the work environment. Optimally employ positive consequences to inspire discretionary effort? from any member of your organization. Design training, verbal instruction, and other antecedents to clearly communicate required and desired workplace behaviors. Eliminate negative evaluation processes after reading ?The 10 Top Reasons Why Traditional Performance Appraisals Produce Little Value to Organizations. If you've read a previous edition of this book, here are some of the updates you can expect in this new version. Performance Management, 4th edition is updated in terms of research and practice over the last twenty years. is organized into three helpful sections; Theory, Application and Implementation. has several new chapters. The most notable are two in the Theory Section on Behavior. There are also new chapters on evaluating performance change and planning reinforcement. has twice as many references, reflecting the additional research included. has more cartoons to add more R+ to your reading! is generally updated in examples and language. The basic concepts in this book are the same as in previous editions, although some concepts have been added (i. e. Establishing Operations) and the terminology has been updated to be more consistent with current research.
Performance Management: Changing Behavior That Drives Organizational Performance
by Aubrey D. Daniels Jon S. BaileyEven though this book in one edition or another has been in existence for 32 years, the use of behavior technology in the workplace is still in its infancy. Since the fundamental laws of behavior don't change, those who learn to apply this technology successfully, will have a clear performance advantage over those who don't.
Performance Management
by Harvard Business School PressToday's competitive workplace demands that managers evaluate employee performance, and provide coaching. Performance Management will help managers prepare for a formal performance meeting with a direct report, and create a development plan to increase employee productivity.The Harvard Business Essentials series is designed to provide comprehensive advice, personal coaching, background information, and guidance on the most relevant topics in business. Whether you are a new manager seeking to expand your skills or a seasoned professional looking to broaden your knowledge base, these solution-oriented books put reliable answers at your fingertips.
Performance Management: Measure and Improve the Effectiveness of Your Employees (Harvard Business Essentials)
by Harvard Business School Press StaffToday's competitive workplace demands that managers evaluate employee performance, and provide coaching. Performance Management will help managers prepare for a formal performance meeting with a direct report, and create a development plan to increase employee productivity. The Harvard Business Essentials series is designed to provide comprehensive advice, personal coaching, background information, and guidance on the most relevant topics in business. Whether you are a new manager seeking to expand your skills or a seasoned professional looking to broaden your knowledge base, these solution-oriented books put reliable answers at your fingertips.
Performance Management: Putting Research into Action (J-B SIOP Professional Practice Series #21)
by Manuel London James W. SmitherThere has been a shift in HR from performance appraisal to performance management. A new volume in the SIOP Professional Practice Series, this book contains a broad range of performance management topics, offers recommendations grounded in research, and many examples from a variety of organizations. In addition to offering state-of-the-art descriptions of performance management needs and solutions, this book provides empirical bases for recommendations, demonstrates how performance management tracks and helps promote organizational change, and exams critical issues. This book makes an ideal resource for I/O psychologists, HR professionals, and consultants."In this comprehensive and timely volume, Smither and London assemble an exceptional collection of chapters on topics spanning the entire performance management process. Written by leading researchers and practitioners in the field, these chapters draw on years of research and offer a blueprint for implementing effective performance management systems in organizations. This volume is a 'must-read' for all those interested in performance management."--John W. Fleenor, Ph.D., research director, Center for Creative Leadership
Performance Management: Path to Growth and Excellence
by T. V. Rao Nandini ChawlaThis book attempts to shift focus from performance appraisals to performance management incorporating performance planning, analysis, and development as critical components of it. The performance management system (PMS) is a future-driven exercise rather than merely a past-reviewing exercise. Performance management is treated as a year-round practice and not an appraisal process conducted once a quarter or annually. Moreover, it is now considered to be everyone’s responsibility and not merely that of HR or the upper management.This book advocates the structuring of PMSs and their implementation. It incorporates the most modern 360-degree feedback systems and shows the ways and means of integrating it into PMS. Arguments are offered to use rating-less appraisals and/or a combination of appraisals with 360-degree feedback. It defines performance management to mean continuous improvements in performance of individuals, their teams, departments, and corporations. It also outlines that planning, analysis, review, coaching, and capability building are essential building blocks for good performance management.Concise, lucid, and engaging, this volume would be useful to the students, researchers, and faculty of human resource management, organizational behaviour and applied psychology. It would also be an invaluable guidebook for practicing business executives and HR professionals to help them implement the performance management system for effective talent management leading to increased productivity.
Performance Management and Budgeting: How Governments Can Learn from Experience (Transformational Trends In Governance And Democracy Ser.)
by David M. Walker Robert J. Shea Terry F. Buss F Stevens RedburnThis book provides a fresh look at the process by which governments hold themselves accountable to their citizens for performance. Unlike the plethora of other books in the field, it examines all aspects of the Performance Management and Budgeting issue, not only from the federal, state, and local perspectives, but also internationally in both developing and developed countries.Covering both conceptual and theoretical frameworks in performance management and budget, the book analyzes the effectiveness of different approaches. Featuring insights from a group of distinguished contributors, it ties current performance management approaches into the century-old literature on public sector reform and management, and presents arguments for and against performance management as well as recommendations on how to improve the enterprise.
Performance Management at Intermountain Healthcare
by Richard Bohmer Alexander C. RomneyIntermountain Healthcare is a 21-hospital integrated delivery system serving Utah and southern Idaho that is nationally recognized for its highly structured approach to managing the quality of clinical care. This case describes Intermountain's system for improving clinical performance that makes use of the organization's extensive set of standardized clinical protocols and associated clinical process and outcome measures. The measures underpin a sophisticated set of financial incentives that are applied to both administrative and clinical staff. The case allows students to evaluate the strengths and weaknesses of financial incentives in clinical medicine.
Performance Management at Vitality Health Enterprises, Inc.
by Michael Beer John B. BinghamVitality Health Enterprises, a medium-sized firm that manufactures health and personal care products, has experienced six straight quarters of strong revenue growth. James Hoffman, the new Senior Vice President of Human Resources, fears that the chain of success is shifting the company's focus away from effective performance management. Recently, Vitality has been faced with increasing turnover among the company's talented research scientists that may be due to a performance management system that leaves top performing employees slighted by the practice of uniform ratings. In an effort to retain top employees, the company institutes a forced distribution model of performance rankings, moving from an absolute ranking system to a relative one. Hoffman and his performance management evaluation team must assess the practical and strategic effectiveness of the new system and present their findings and recommendations to the Board.
Performance Management for Agile Organizations
by Tim BakerBaker takes on eight dysfunctional people management practices originating from the scientific management and offers practical solutions for changing these practices and increasing organizational agility. Agile is the new black. Every business now has to be adaptive, nimble and ready to pivot - managers have to be comfortable with ambiguity and constantly ready for change. And yet. . . While agility is regarded as essential for competitive advantage, most organizations are still unthinkingly applying people management practices, rooted in Frederick Taylor's scientific management philosophy of the early 20th century, designed to ensure consistency and efficiency on production lines but which actively prevent the sort of creativity and flexibility needed in the modern workplace. 100 years of scientific management has led to the creation of eight performance myths. Myths that impede the agility necessary to compete in the age of the knowledge worker but which are so instinctively embedded in management psyche that they go unchallenged despite the fact that the changing world of work has rendered them dysfunctional and counterproductive. Through case studies and examples Baker demonstrates how the right workplace culture for promoting and applying agile decision-making consists of eight values shared by employer and employee - values that are polar opposite of the values and assumptions of traditional management styles. A new psychological contract that enables the collaborative working relationship necessary for agility to flourish.
Performance Management for Different Employee Groups
by Achim KrausertManage managers based on competencies and informal networks - Set task-based output goals for professional specialists - Control temporary workers at the agency level - Ensure that contractors are managed effectively as part of boundary-crossing networks. This book provides a framework of analysis to capture and explain differences in employment systems. Taking account of the wealth of research in the field, it provides a sound basis for developing function-specific performance management systems, integrating aspects such as incentivization, multi-source appraisal, and accountability. From macro to micro approaches of HRM, the contents will be of value to researchers on employment systems, strategic HRM, and occupational psychology and to practitioners of HRM and organizational development. Achim Krausert has been a consultant in the performance management group of Accenture, U.K. He obtained his D.B.A. from the University of Mannheim, Germany, and an M.Sc. and a B.Sc. from the London School of Economics.
Performance Management For Dummies
by Herman AguinisImplement best-in-class performance management systems Performance Management For Dummies is the definitive guide to infuse performance management with your organization's strategic goals and priorities. It provides the nuts and bolts of how to define and measure performance in terms of what employees do (i.e., behaviors) and the outcome of what they do (i.e., results) — both for individual employees as well as teams. Inside, you’ll find a new multi-step, cyclical process to help you keep track of your employees' work, identify where they need to improve and how, and ensure they're growing with the organization—and helping the organization succeed. Plus, it’ll show managers to C-Suites how to use performance management not just as an evaluation tool but, just as importantly, to help employees grow and improve on an ongoing basis so they are capable and motivated to support the organization’s strategic objectives. Understand if your performance management system is working Make fixes where needed Get performance evaluation forms, interview protocols, and scripts for feedback meetings Grasp why people make some businesses more successful than others Make performance management a useful rather than painful management tool Get ready to define performance, measure it, help employees improve it, and align employee performance with the strategic goals and priorities of your organization.
Performance Management im Wandel: Sollten Unternehmen ihre Mitarbeiterbeurteilungen abschaffen? (essentials)
by Thomas SchmidtDas vorliegende essential befasst sich mit der Beurteilung von Mitarbeitern und gibt einen #65533;berblick #65533;ber den neuesten Stand von Forschung und Praxis. Dazu werden die Ergebnisse einer Befragung von 125 Unternehmen zum Thema ,,Mitarbeiterbeurteilung im Wandel" vorgestellt, die mit Unterst#65533;tzung der Frankfurt School of Finance & Management und der Deutschen Gesellschaft f#65533;r Personalf#65533;hrung (DGFP) durchgef#65533;hrt wurde. Wie kann man neue, innovative Performance-Management-Systeme einf#65533;hren? Wie schafft man Prozesse, die auf die Herausforderungen durch Digitalisierung und die Dynamisierung der globalen #65533;konomie eine Antwort geben? Dieses essential zeigt Wege dazu auf.
Performance Management in der digitalen Welt: Die Digitalisierungsscorecard als Instrument für das Management digitaler Geschäftsmodelle (Unternehmensführung & Controlling)
by Felix SchuhknechtFelix Schuhknecht zeigt in diesem Buch, dass eine Notwendigkeit zur proaktiven und antizipativen Lenkung, Leitung und Gestaltung der digitalen Transformation von Geschäftsmodellen besteht. Um diese Aspekte ziel- und zweckorientiert erfüllen zu können, wird ein Performance Management benötigt. Aufgrund der Besonderheit digitaler Geschäftsmodelle zeigt sich allerdings, dass das bestehende Performance Management entsprechend adaptiert bzw. modifiziert werden sollte.Hierzu zeigt der Autor, dass der Grundgedanke der Balanced Scorecard eine sinnvolle konzeptionelle Basis darstellt. Diese ist allerdings entsprechend den Anforderungen digitaler Geschäftsmodellen zu modifizieren. So sollte beispielsweise das eher praxisorientierte Objectives and Key Results Management integriert werden.
Performance Management in Healthcare: From Key Performance Indicators to Balanced Scorecard (HIMSS Book Series)
by Bryan P. BergeronPerformance management, often referred to as process management, is a strategy that can be used to achieve an optimum mix of quality, safety, patient satisfaction and solvency. The basis of performance management is the effective use of resources, as measured by quantifying processes and outcomes using key performance indicators (KPIs) – core measures that gauge the performance of an organization in particular areas. There is more to performance management than selecting a few KPIs from a list and feeding them into a graphical dashboard system. It’s about behavior change, leadership, and vision. Written for administrators, clinical staff, process improvement managers and information technology personnel of healthcare organizations, this second edition provides the knowledge necessary to provide the leadership and vision for a performance measurement initiative. This practical resource provides a high-level review of the quality/safety initiatives in healthcare, describes the implementation process from an IT perspective, and offers high-level clinical, financial and cultural details. It features an extensive listing of clinical and non-clinical KPIs: a glossary including financial, medical, and operational terms; and appendices of organizations and sources of indicators and benchmarks.
Performance Management in Healthcare: Improving Patient Outcomes, An Integrated Approach
by Jan Walburg Helen Bevan John Wilderspin Karin LemmensThis important new text demonstrates a step-by-step approach to understanding and improving performance management in healthcare organizations. It discusses the relevance of performance management to disease management and the professional development of the discipline, debates topical issues inherent in healthcare performance management, and includes case histories to assist in improving healthcare processes by making optimal use of tools and theories. It also investigates the application of the principles of the learning organization, performance management, and the theory and practice of quality management. Factors considered include: cost management and its implications transparency in healthcare results for all stakeholders information technology and its potential evaluation of feedback for further performance improvement. Combining case histories and examples with crucial theoretical framework, this book is invaluable reading for students of healthcare management, and all healthcare managers who strive to attain better care results.