Principles of Organizational Performance Management

One of the most popular terms in contemporary organizational management terminologies is Performance Management. Performance is widely known as the outcomes of work done by employees of a company and it provides a very strong linkage between customer satisfaction and strategic goals of an organization (Vlieland, 2009). Many organizations achieve their strategic goals through performance management measurement. Today’s health sector is characterized by numerous changes such as the need to integrate technology into health care delivery and pressure to reduce management costs, both of which require physicians and nurse leaders to re-examine their performance evaluation systems. A growing number of healthcare professionals have adopted the Balanced Score card as their Performance Management Tool (Vlieland, 2009). The purpose of this paper is to describe the Performance Management process in an outpatient Family Practice clinic setting. Information provided in this paper will provide nurse leaders with the necessary skills and expertise they need to manage in the healthcare setting and understand the unique aspects of nursing leadership.

The population being addressed in this Performance Management tool is a group of families with diabetes seeking health care services in a Family Practice clinic setting. Diabetes is a common health problem among several families around the world. In the United States alone, close to 24 million people are suffering from diabetes (Miller and DiMatteo, 2013). Patients are required to adhere to their treatment regimen in order to manage their diabetes successfully. A number of factors may affect the ability of a diabetes patient to adhere to treatment and they include lack of social support and treatment expectations. The complexity of diabetes management now calls for the great need of support and provision of clear treatment guidelines by nurse leaders to patients in order to reduce the number of deaths that occur as a result of diabetes infection (Miller and DiMatteo, 2013). A nurse leader is charged with the responsibility of ensuring that the desired outcomes are achieved. A performance data scorecard will assist the nurse leader to perform his or her roles effectively.

Outcome measures in an outpatient Family Practice clinic setting are patient-focused endpoints that describe the nature of health care delivery systems in the facility. These are often the cost and quality targets that an organization is aiming at improving and which are the point of focus for a nurse leader. Outcome measures are described based on different indicators. The four indicators that are used in this paper include performance, quality, patent-safety, and employee engagement. A number of outcome measures can be used to analyze whether employees in the outpatient Family Practice clinic setting are performing as required. One of the outcome measures related to performance is length of stay. The length of time that diabetes patients take at the facility is a very good measure of employee performance. Another example of outcome measure that can be used to examine performance indicator is the percentage of patients that is satisfied with the services they receive from the facility (Spath, 2009).

The outcome measures in the outpatient Family Practice clinic setting that are related to quality include ability of patients to return to work and unplanned return to the facility following an initial visit to the facility. As far as patient safety is concerned, the nurse leader will monitor two outcome measures namely nosocomial infection rates and availability of demarcated regions for patients with disabilities. Patient safety is a very good indicator for determining whether employees are performing well. When analyzing employee engagement indicator, the nurse leader will assess rate of employee turnover and the volume of work available to be accomplished by employees. When using outcome to measure performance in a health care setting, the nurse leader should develop an adjustment system that will relate health care delivery system to the outcome (Spath, 2009).

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