Relating Best Practices to Performance Management in a Healthcare Organization
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Relating Best Practices to Performance Management in a Healthcare Organization
Organizational effectiveness relies on appropriate practices and alignment of such practices to organizational objectives to achieve higher performance within its existing systems. The efficiency of regulatory systems helps in performance management, ensures embracing of best and forms the part of the institution (Ng, 2011). Undertaking diverse measures to design the organization bring about desired changes and maintain organizational best practices and performance. Researchers in this field have tried relating best practices to performance management and its alignment with goals and objectives of an organization. New developments relating to best practices get an explanation, and a focus is given to those companies that focus on performance management and best practices and those that do not.
Studies focusing on performance management and best practices attempt to advance professional practice through insights that relate to the performance management. Changes in organization designs and performance frontiers with proper contingencies help in determining shifts in performance (Campbell, 2015). There have been efforts to relate knowledge management to organizational performance to identify ways of preserving and ensuring continuity in performance through best practices. Other studies compare financial utility on employee selection to handle organization performance since resources spending is valuable, bringing into the company a productive team.
In other literature, there are considerations that human resource is the core of any organization responsible for the type of people in an organization and able to influence and tame best practices in an organization. Controlling the people and designing plans that ensure best practices within the organization promotes proper performance management and ensures achievement of better results (Selden, & Sowa, 2011).
Organizational Performance Management
Hassan and O'Boyle (2013), wrote that performance management tools development aimed at managing organizational performances, ensure best practices are incorporated and the organization alignment to its objectives. The performance tools integration with the organizations are derivatives of standard practice that provides quality of performance for institutions (Hassan, & O'Boyle, 2013). Human resource practices of an organization handle organizational performance management and influences employee commitment and perception of the organizational performance (Farndale, Hope-Hailey, & Kelliher, 2011).
Changing Organizational Design
An organization must embrace change orientations that will ensure best practices within its confines and provide worker attitude that would improve organizational operative. Campbell (2015) explored the way in which performance management links to the organization change and change-oriented behaviors of employees. To ensure performance in all sectors of the corporation, all the segments of that organization must have linkage with the central unit to ensure consistency. Bechara, Leung, Sun, &Van de Ven, (2012) focused on contingency theory using performance frontiers to examine the headquarter-subsidiary relationship performance changes.
Employee Engagement and Commitment
Employee attitude and commitment to work and the performance of an institution directly relates to the capacity of organizational practices and performance. Farndale, Hope-Hailey & Kelliher (2011) felt that if an employee was able to get justice and develop trust within the workplace their commitment to the organization is tenable. Selden & Sowa (2011) felt that both management and employee perspectives must be given consideration to ensure performance management supported by Eisinger, Guggenheim, Mone, Price, & Stine, (2011).
Gaps and Recommendations
The gaps existing in the area of the study is that as much as studies are focusing on organizational performance, there is no single study yet that specifically focus on best practices and performance management other than just mentioning. The literature available also does not offer direct links to best practices and performance management and the factors that relate the two. This paper tries to connect directly organizational best practices to performance management examining issues surrounding the factors. The future research needs to consider each aspect that describes organizational best practices and performance one by one to bring a concise understanding in the area. The findings of this paper would help in designing a successful organization change process, restructuring and rebranding, and the establishment of competitive advantage.