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Develop a strategy specific to your organization for integrating job performance and training.
Job performance is an integral aspect within the health care services industry's overall. For one, it holds both associates and management accountable for their respective actions. This accountable provides a means of deterring any subpar performance on the part of employees who might otherwise be a detriment to the overall operations of the firm. By linking job performance to training, the organization can train those deficient in certain skills. In many instances training allows a means for personnel to acquire skills deemed necessary by leadership. By integrating both concepts, organizations can minimize waste while also growing talented personnel within the organization. This is particular important in regards to the changing landscape of the health care industry overall. Excessive and meaning regulation has created fundamental change within the industry overall. As such, job training must reflect the changing circumstances prevailing within the industry. What was once needed within the health care industry, may now have become antiquated and obsolete. As such, training must be used to facilitate the overall performance of those working within the facility (Draper, 2011).
The overall health care industry has undergone fundamental change over the last decade. These changes will undoubtedly cause a shift towards integrating both job performance and training. Most of the changes have occurred within the underlying business operation of the healthcare industry. However, some changes have occurred with respect to the overall skill requirements of the job. Therefore, organizations will need to train personnel appropriately in regards to job performance. Legislation in particular has had a profound impact on the health care industry. First, due to the Affordable Care Act of 2010, the nursing profession is undergoing a fundamental shift in regards to the patient experience. Training must now be geared towards a more intimate and pivotal patient experience. Skills such as problem solving, customer service and leadership must all be trained with the new business model in mind. The U.S. health care system is now shifting the focus from acute and specialty care to that of primary care which requires a shift in business operations. Also, due primarily to that aging of the baby boomer generation, the need for primary car overall is shifting and will be needed heavily in the future. The last 10 years in particular has seen an increasing influx of retiring baby boomers that subsequently need care. Training must now be integrated with performance related to customer satisfaction to reflect the growing number of baby boomers requiring care. A positive impact on the ACA legislation is that more individuals are now insured. As such, the need for primary care will also increase over subsequent years, particular within the minority population. This patient centric approach will require more care predicated on specific communities in a seamless manner. Furthermore, primary care physicians will be in high demand over the coming years.
These changes necessitate the need for training that will compensate for deficient skills or abilities. The strategy will therefore incorporate an identification of needed skills that are antiquated or obsolete in the current labor force. The training for first place priority on skills that are needed immediately while also allowing a seamless transfer to the work environment. Skills such as problem solving, customer service, and leadership will be the first skills that will be integrated into the overall job performance measurement. For one, these skills directly impact the changing health care climate. They also help to minimize redundancy, waste, and errors regarding patient treatment. As such, these skills will be the foundation in which the training and subsequent job performance will be integrated on. Integration can occur through the overall experiences of the employees. Through the use of fast feedback as events are occurring throughout the working day, integration will subsequently occur. Coaching personnel on the appropriate means of handling various situations will also help in the integration process. In addition, management modeling the behaviors in which they expect subordinates to mimic is also an effective method in which to integrate performance and training (Lucia, 2009).
Discuss the most significant performance management challenges the organization you have researched has faced.
The first challenge in regards to performance management will occur with employee buy in. In many instances, employees will be resistant to change. This tendency is mainly psychological as employees tend to favor consistency and routine within their daily lives. Deviation from such consistency will thus be difficult for many employees to muster. However, management must be steadfast in their overall communication and execution of the both the job training and evaluation plans. Employees within the organization have worked in the same role for numerous years. As such, they have developed a routine in which they are both familiar and accustomed to.
Consistency and clarity is the first important aspect to mitigate performance management challenges. Articulating a compelling argument for any changes and why they are occurring is vital to mitigate performance management challenges. In addition, the metrics used to evaluate performance must be consistent with all personnel. No particular group should be given priority or favoritism in regards to performance. Telling all personnel the "why," coupled with a perception of fairness will mitigate many of the performance management issues within the organization.
In addition, the organization has experienced performance management issues with overall employee adoption. Many of the performance management challenges were rooted in the overall communication process. For one, associates were often not aware of their overall evaluation relative to company standards. In addition, incentives were not properly linked to employee behavior. This discourages the desire and motivation for employees to perform well.
Outline the basics of a performance management initiative that would significantly improve employee performance across the organization as well as encourage employee retention.
The foundation of the initiative would first appeal to a broad array of employees through incentives. In addition, the initiative would also effectively motivate employees to perform in a desired manner. These two aspects would drive employee performance and retention across the entire organization. Motivation Theory will be used extensively throughout this initiative. To begin, Elliot defines motivation as a basic innate drive for success. This drive encompasses the individual's desires, or ambitions for success (Effects of Achievement Motivation on Behavior, 2012). Achievement motivation therefore, is based primarily on reaching ones stated aspirations, which in turn motivates the individual's actions. This model assumes that individual aspirations or goals are incentive-based rather than that of intrinsic self-worth. This theory is more through as it delves into the motives involved in predicting behavior. This motives as the theory states are both implicit and explicit. Implicit motives are those that are impulsive or spontaneous acts. These are primarily the result of incentives embedded in the overall task at hand. Scott T. Rabideau, from the Rochester Institute of Technology explains, "Task behaviors are accelerated in the face of a challenge through implicit motivation, making performing a task in the most effective manner the primary goal. A person with a strong implicit drive will feel pleasure from achieving a goal in the most efficient way (Effects of Achievement Motivation on Behavior, 2012)." Explicit motives on the other hand are those that are more deliberate in there action. They reflect the individuals' ambitions and are usually causes by extrinsic environmental factors. These ambitions are usually a result of the individuals self-worth. This thus is further a result of an individual's perception of perceived ability and skill level.
Many individuals through this motivation theory have generated products and services that have benefited society at large. Henry Ford revolutionized the auto industry, Bill Gates revolutionized the personal computer era, and most recently Apple has revolutionized how we use our mobile devices. All of which were accomplished through both intrinsic and extrinsic forms of motivation. The same will occur within the organization. Through proper motivation, employees will excel in both their overall performance and their retention. Research has shown that enrollments for many health care programs are increasing (Fang, 2006). In addition, federal financial aid for these programs is declining (Levsey, 2011). These individuals are therefore motivated by achievement and challenge. Both of which the procession can provide. By effectively using motivation to appeal in both an extrinsic and intrinsic manner will help improve performance.
Create a set of best practices specific to your organization for improving employee relations.
The first practice that should be implemented to improve employee relations is communication. Within the organization, personnel work differing schedules with differing work priorities. As such, communication must be both aggressive and ubiquitous across the entire organization. This practice will ensure that all employees are kept abreast as to new occurrences within the organization overall. With the company communications, a brief explanation as to "why" the changes are occurring is very important. Employees will be more susceptible to change is the company can articulate why these changes are occurring. This will improve employee relations as all personnel will first feel included within the overall progress of…[continue]
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