1 Management in Healthcare Rami Gharaibeh ©. 2 Chapter 1 Rami Gharaibeh © Gaining a Competitive Advantage

1 Management in Healthcare Rami Gharaibeh

2 Chapter 1 Rami Gharaibeh Gaining a Competitive Advantage

3 Important Terms Rami Gharaibeh Introduction Core competency refers to fundamental knowledge, ability, or expertise in a specific subject area or skill set. It defines what a firm does best. Core competency for Mercedes is car manufacturing, for McDonalds is fast food serving, for JUST is teaching, etc. Firms with similar core competency form an industry and they become rivals of each other

4 Important Terms Rami Gharaibeh Introduction Competitive advantage refers to a companys ability to maintain and gain market share in its industry. Ex., safety is a competitive advantage for Volvo

5 Important Terms Rami Gharaibeh How is the HRM Function Changing? IT is allowing firms to utilize two concepts, which in turn is affecting HRM Self-service refers to providing internal or external customers online access to information thus allowing them to serve themselves Outsourcing refers to the practice of having another company provide services

6 Important Terms Rami Gharaibeh Competitive Challenges Three competitive challenges that companies now face will increase the importance of HRM practices: The Global Challenge The Challenge of Sustainability The Technology Challenge

7 Important Terms Rami Gharaibeh Competitive Challenges Sustainability refers to the ability of a company to survive and succeed in a dynamic competitive environment Stakeholders refers to shareholders, the community, customers, and all other parties that have an interest in seeing that the company succeeds

8 Important Terms Rami Gharaibeh Competitive Challenges Sustainability includes the ability to: deal with economic and social changes, engage in responsible and ethical business practices, provide high quality products and services, and put in place methods to determine if the company is meeting stakeholders needs.

9 Important Terms Rami Gharaibeh Competitive Challenges Knowledge is becoming more valuable Intellectual capital refers to the creativity, productivity, and service provided by employees Knowledge workers are employees who contribute to the company not through manual labor but through a specialized body of knowledge Empowerment means giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service

10 Important Terms Rami Gharaibeh Competitive Challenges Organizational learning refers to the process of adaptation to environmental changes. Adaptation involves learning and changing behavior accordingly A learning organization refers to the an organization that performs organizational learning at a high frequency

11 Important Terms Rami Gharaibeh Competitive Challenges Companies are finding that to survive they must compete in international markets as well as fend off foreign corporations attempts to gain ground in the U.S. Every business must be prepared to deal with the global economy. This is made easier by technology.

12 Important Terms Rami Gharaibeh Competitive Challenges Technology has reshaped the way we play, plan our lives, and where we work The overall impact of the Internet The Internet has created a new business model e- commerce in which business transactions and relationships can be conducted electronically.

13 Important Terms Rami Gharaibeh Competitive Challenges Advances in technology have: changed how and where we work, resulted in high-performance models of work systems, increased the use of teams to improve customer service and product quality, changed skill requirements, increased working partnerships

14 Chapter 2 Rami Gharaibeh Strategic Human Resource Management

15 Definition Rami Gharaibeh What is Strategic Management Strategic Management is a process for analyzing a company's competitive situation, developing the company's strategic goals, and devising a plan of action and allocation of resources that will help a company achieve its goals. Strategic human resource management is the pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals.

16 Important Terms Rami Gharaibeh Components of Strategic Management Process Strategy Formulation Strategy Implementation

17 Important Terms Rami Gharaibeh Strategy Formulation using the mission statement as their framework, the Strategic planning team will use their vision to run SWOT analysis. The results of the SWOT analysis is information that will be used to formulate the organizational goals. the team will then determine the organizational strategy and the strategy will imply the HR needs

18 Important Terms Rami Gharaibeh Strategy Formulation The SWOT analysis includes: External analysis: identifying opportunities & threats Internal analysis: identifying strengths and weaknesses

19 Important Terms Rami Gharaibeh Strategy Implementation This includes structuring the organization, allocating resources, ensuring that the firm has skilled employees in place, and developing reward systems that align employee behavior with the strategic goals. Strategy implementation includes all HR practices

20 Important Terms Rami Gharaibeh Strategic Choice HR Practices Recruiting, Training, Performance management, Labor relations, Employee relations, Job analysis Job design, Selection, Development, Pay structure, Incentives, Benefits Firm Performance Productivity, Quality, Profitability Human Resource Actions Behaviors, Results Human Resource Capability Skills, Abilities, Knowledge Human Resource Needs Skills Behavior Culture Mission Goals Internal Analysis Strengths Weaknesses External Analysis Opportunities Threats Strategy Formulation Strategy Implementation

21 Important Terms Rami Gharaibeh VisionMission Strategic Choice Internal analysis Strengths Weaknesses External analysis Opportunities Threats Goals SWOT analysis feedback

22 Important Terms Rami Gharaibeh Competitive Challenges HR Practices Job analysis Job design Recruiting Selection Training Performance management Development Firm Performance Productivity, Quality, Profitability Human Resource Actions Behaviors, Results Human Resource Capability Skills, Abilities, Knowledge Human Resource Needs Skills Behavior Culture Level of utilization Level of Goal achievement feedback

23 Important Terms Rami Gharaibeh Competitive Challenges Five components of the strategic management process: A mission is a statement of the organization's reasons for being. Goals are what the organization hopes to achieve in the medium-to long-term future External analysis consists of examining the organization's operating environment to identify strategic opportunities and threats. Internal analysis attempts to identify the organization's strengths and weaknesses. Strategic choice is the organization's strategy, which describes the ways the organization will attempt to fulfill its mission and achieve its long term goals.

24 Important Terms Rami Gharaibeh Competitive Challenges Job Analysis: the process of getting detailed information about jobs. Job design: making decisions about what tasks should be grouped into a particular job. Recruitment: the process through which the organization seeks applicants. Selection: identifying the applicants with the appropriate knowledge, skills, and ability. Training: a planned effort to facilitate learning of job-related knowledge, skills, and behavior. Performance management: helps ensure that employees activities and outcomes are congruent with the organizations objectives. Development: the acquisition of knowledge, skills, and behavior that improves employees' ability to meet the challenges of future jobs.

25 Important Terms Rami Gharaibeh Competitive Challenges

29 Chapter 3 Rami Gharaibeh Job Analysis & Design

30 Job Analysis Rami Gharaibeh Importance Job analysis is central to all other HR activities

31 Importance. Job Analysis Job Design HR Planning Recruitment Selection Performance Management Training & Development Job Analysis Rami Gharaibeh

32 What is Job analysis It is about obtaining two types of information. Job Analysis Rami Gharaibeh Job Description Job Specifications

33 Job Description Provides information on job TDR. Job Analysis Rami Gharaibeh Duties Tasks Responsibilities

34 Job Description Provides information on job TDR. Job Analysis Rami Gharaibeh Duty 1 Task 1 R1 Task 2Task 3 R2R3R2R1 R2R3R4 Duty 2 Task 1 R1 Task 2 R2R3R2R1R4R5R6R7

35 Job Description Example Job Title: Maintenance Mechanic 1. Duty 1 (40% of job time) Maintenance of Equipment 2. Duty 2 (40% of job time) Repair of Equipment 3. Duty 3 (10% of job time) Testing and Approval 4. Duty 4 (10% of job time) Maintain Stock. Job Analysis Rami Gharaibeh

36 Job Description Example Job Title: Maintenance Mechanic. Job Analysis Rami Gharaibeh Duty 1: Maintenance of Equipment (40%) maintain log of all maintenance activities Replace parts & fluids Check for deviances Prevent unauthorized access Store safely Follow Manufacturers manual Use calibrated instruments Follow Manufacturers manual

37 Job Description Example Job Title: Maintenance Mechanic. Job Analysis Rami Gharaibeh Duty 2: Repair of Equipment (40%)

38 Job Description Example Job Title: Maintenance Mechanic. Job Analysis Rami Gharaibeh Duty 3: Testing & Approval (10%)

39 Job Description Example Job Title: Maintenance Mechanic. Job Analysis Rami Gharaibeh Duty 4: Maintain Stock (10%)

40 Job Specifications Is the answer to the question What are the specifications a person should have in order to be able to perform the TDRs of the job?. Job Analysis Rami Gharaibeh

41 Job Specifications The specifications of a person are described as his/her KSAOs. Job Analysis Rami Gharaibeh Knowledge Skills Abilities Others (mainly traits)

42 Knowledge factual or procedural information that is necessary for successfully performing a particular task Example A surgeon knows the procedure to remove a diagnosed cancer. Job Analysis Rami Gharaibeh

43 Skills an individuals level of proficiency at performing a particular task Example two surgeons (A and B) know the procedure to remove a diagnosed cancer, yet A is more skillful than B. this means that the success rate of the operation when carried out by A is higher.. Job Analysis Rami Gharaibeh

44 Abilities refers to a more general enduring capability that an individual possesses. Example surgeon A has the following abilities: high arm-hand steadiness, fast reaction time and high level of finger dexterity.. Job Analysis Rami Gharaibeh

45 Traits a characteristic feature or quality distinguishing a particular person Example surgeon A is compassionate, less greedy, cooperative, eager to learn and inquisitive.. Job Analysis Rami Gharaibeh

46 Sources of Information The posed question is Who is able to provide information on a job s TDRs and KSAOs?. Job Analysis Rami Gharaibeh

47 Sources of Information The answer is Subject Matter Experts (SME) Any job has two types of SMEs. Job Analysis Rami Gharaibeh - The individuals who experienced the nature of the job - The individuals who supervised similar jobs

48 Sources of Information Example of SMEs To analyze the job of a nurse, the SMEs are. Job Analysis Rami Gharaibeh - a nurse - a chief nurse or a doctor

49 Methods for Obtaining Information The posed question is How do we obtain the information from SMEs?. Job Analysis Rami Gharaibeh

50 Methods for Obtaining Information The answer is, by using one or more of these four methods. Job Analysis Rami Gharaibeh Position Analysis Questionnaire (PAQ) Task Analysis Inventory Fleishman Analysis System (FJAS) Occupational Information Network (O*NET) )

51 Position Analysis Questionnaire A standardized job analysis questionnaire containing 194 items. These items are grouped into six sections: Information input Mental processes Work output Relationships with other persons Job context Other characteristics. Job Analysis Rami Gharaibeh

52 Position Analysis Questionnaire Advantages: Can be generalized across a wide variety of jobs Allows for comparisons across jobs It covers: work context, input, output and processes.. Job Analysis Rami Gharaibeh

53 Position Analysis Questionnaire Disadvantages: Valid completion of PAQ requires training. It is not ideal for developing job descriptions because of its generalizability.. Job Analysis Rami Gharaibeh

54 Task Analysis Inventory Focuses on analyzing all the tasks performed in the focal job. Generate a list of tasks Rate each task on several dimensions: Amount of time required Frequency of tasks Relative importance Relative difficulty. Job Analysis Rami Gharaibeh

55 Flieshman Analysis System This system is based on a taxonomy of abilities that adequately represent all the dimensions relevant to work. The taxonomy includes 52 cognitive, psychomotor, physical and sensory abilities.. Job Analysis Rami Gharaibeh

56 Occupational Information Network Dictionary of occupational titles Helping public employment system in linking demand for skills with supply for skills. It included 12,000 jobs. Updated in 1998 to O*NET. http://Online.onetcenter.org. Job Analysis Rami Gharaibeh

57 Rami Gharaibeh Job Design What is Job Design In case of a new job title, then job design means to describe the jobs TDRs and KSAOs In case of revising a current job, then we will be carrying out a job redesign. This involves modifying the current TDRs and KSAOs.

58 Rami Gharaibeh Job Design Business sector Job analyst/designer Job analysis New firm Job design Enter business

59 Rami Gharaibeh Job Design The analyst/designer will obtain information on TDRs and KSAOs and generate information on TDRs and KSAOs The output is guided by the input but is not a replicate of it. The firms strategy and competitive advantage will affect its job design

60 Rami Gharaibeh Job Design when designing a job, the designer will follow one of these approaches mechanistic approach motivational approach biological approach

61 Rami Gharaibeh Job Design Mechanistic Approach Has its roots in classical industrial engineering. Focuses on designing jobs around the concepts of task specialization, skill simplification, and repetition. Scientific management, one of the earliest mechanistic approaches, sought to identify the one best way to perform the job through the use of time-and-motion studies.

62 Rami Gharaibeh Job Design Mechanistic Approach The scientific management approach was built upon in later years and resulted in a mechanistic approach that calls for the job to be designed very simply. New employees can be trained to perform the job quickly and inexpensively.

63 Rami Gharaibeh Job Design Motivational Approach The motivational approach to job design focuses on the job characteristics that affect the psychological meaning and motivational potential of job design. A focus on increasing job complexity through job enlargement, job enrichment, and the construction of jobs around sociotechnical systems. A model of how job design affects employee reaction is the Job Characteristics Model.

64 Rami Gharaibeh Job Design Motivational Approach Core Job Dimensions Skill Variety Task Identity Task Significance Autonomy Feedback Psychological States Meaningful Work Responsibility for Outcome Knowledge of Results Work Outcomes High Motivation High Quality of Work High Satisfaction Low Absenteeism and Turnover

65 Rami Gharaibeh Job Design Biological Approach Comes primarily from the sciences of biomechanics, or the study of body movements Is referred to as ergonomics, or the concern with examining the interface between individuals' physiological characteristics and the physical work environment. The goal of this approach is to minimize the physical strain on the worker by structuring the physical work environment around the way the body works. Focuses on outcomes such as physical fatigue, aches and pains, and health complaints.

66 Rami Gharaibeh Job Design Job Design Approach Positive Outcomes Negative Outcomes Motivational Mechanistic Biological Perceptual-Motor Higher job satisfaction Higher motivation Greater job involvement Lower absenteeism Decreased training time Higher utilization levels Lower likelihood of error Less chance of mental overload and stress Less physical effort Less physical fatigue Fewer health complaints Fewer medical incidences Lower absenteeism Higher job satisfaction Lower likelihood of error Lower likelihood of accidents Less chance of mental overload and stress Lower training time Higher utilization levels Increased training time Lower utilization levels Greater likelihood of error Greater chance of mental overload and stress Lower job satisfaction Lower motivation Higher absenteeism Higher financial costs because of changes in equipment or job environment Lower job satisfaction Lower motivation

67 Chapter 4 Rami Gharaibeh Performance Management

68 Rami Gharaibeh Performance Management Definitions Performance management is the process through which managers ensure that employee activities and outputs are congruent with the organization's goals

69 Rami Gharaibeh Performance Management Definitions Performance Appraisal is the process through which an organization gets information on how well an employee is doing his or her job

70 Rami Gharaibeh Performance Management Definitions Performance Feedback is the process of providing employees information regarding their performance effectiveness

71 Rami Gharaibeh Performance Management Why Performance Management Strategic Decisions Developmental Decisions Administrative Decisions Performance management

72 Rami Gharaibeh Performance Management Why Performance Management Strategic Decisions Developmental Decisions Administrative Decisions Employee A Low communication skills First round of appraisal

73 Rami Gharaibeh Performance Management Why Performance Management Strategic Decisions Decision to enroll A in training session Administrative Decisions Employee A Low communication skills

74 Rami Gharaibeh Performance Management Why Performance Management Strategic Decisions Decision to enroll A in training session Administrative Decisions Second round of appraisal

75 Rami Gharaibeh Performance Management Why Performance Management Strategic Decisions Developmental Decisions Administrative Decisions STILL Low communication skills Second round of appraisal

76 Rami Gharaibeh Performance Management Why Performance Management Strategic Decisions Developmental Decisions Decision to issue punishment STILL Low communication skills

77 Rami Gharaibeh Performance Management Why Performance Management Strategic Decisions Developmental Decisions Administrative Decisions Third round of appraisal

78 Rami Gharaibeh Performance Management Why Performance Management Strategic Decisions Developmental Decisions Administrative Decisions STILL Low communication skills

79 Rami Gharaibeh Performance Management Why Performance Management Strategic Decisions Developmental Decisions Decision to lay off Employee A STILL Low communication skills

80 Rami Gharaibeh Performance Appraisal Performance Appraisal Instruments These are the instruments used to measure the performance of employees In many occasions these instruments are simple forms containing may be 10 questions which a manager has to fill out

81 Rami Gharaibeh Performance Appraisal Performance Appraisal Instruments Are the results of these instruments dependable? If not, then all decisions based on these results are wrong How do we know that our instruments are useful?

82 Rami Gharaibeh Performance Appraisal Performance Appraisal Instruments Appraisal instruments have to come high on four criteria Reliability Validity Specificity Acceptability

83 Rami Gharaibeh Performance Appraisal Reliability Reliability is the consistency of your measurement, or the degree to which an instrument measures the same way each time it is used under the same condition with the same subjects. In short, it is the repeatability of your measurement. A measure is considered reliable if a person's score on the same test given twice is similar.

84 Rami Gharaibeh Performance Appraisal Reliability The concept of random error is closely related to the concept of precision The higher the precision of a measurement instrument, the smaller the variability of the fluctuations in its readings..

85 Rami Gharaibeh Performance Appraisal Validity A valid measure is one that measures what it is intended to measure

86 Rami Gharaibeh Performance Appraisal Validity Best available approximation to the truth or falsity of a given inference, proposition or conclusion Cook and Campbell (1979) In short, were we right?

87 Rami Gharaibeh Performance Appraisal Specificity The extent to which a performance measure gives detailed guidance to employees about what is expected of them and how they can meet these expectations

88 Rami Gharaibeh Performance Appraisal Acceptability The extent to which a performance measure is deemed to be satisfactory or adequate by those who use it

89 Rami Gharaibeh Performance Appraisal Acceptability Acceptability has to be considered on the side of the employee as well as on the side of the manager

90 Rami Gharaibeh Performance Appraisal What Are We Appraising? We are appraising the employees level in performing his/her TDRs Since the TDRs are linked to the KSAOs, then a low score in TDRs would hint a weakness in KSAOs

91 Rami Gharaibeh Performance Appraisal KSAOs TDRs InputPerformance Processes Product/ service Apply them in To produce What Are We Appraising?

92 Rami Gharaibeh Performance Appraisal What Are We Appraising? KSAOs TDRs Appraisal instrument InputPerformance Processes Product/ service Apply them in To produce measure compare Reference

93 Rami Gharaibeh Performance Appraisal What Are We Appraising? KSAOs TDRs Appraisal instrument InputPerformance Processes Product/ service Apply them in To produce reference performance Negative performance reveals

94 Rami Gharaibeh Performance Appraisal What Are We Appraising? KSAOs TDRs Appraisal instrument InputPerformance Processes Product/ service Apply them in To produce reference performance Negative performance reveals Because of low

95 Rami Gharaibeh Performance Appraisal What Are We Appraising? Appraisal instrument InputPerformance Processes Apply them in To produce KSAOs TDRs Product/ service links

96 Rami Gharaibeh Performance Appraisal How Do We Design an Instrument? Since each job has its own KSAOs then it is logical to think of a customized performance appraisal instrument for each job

97 Rami Gharaibeh Performance Appraisal How Do We Design an Instrument? There are five approaches Comparative Attribute Behavioral Result Quality

98 Rami Gharaibeh Performance Appraisal Comparative Approach Four techniques within this approach Simple ranking Alternation ranking Forced distribution Paired comparison

99 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking Ranks performances from highest to lowest

100 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking KSAOs TDRs Product/ service Employee A

101 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking KSAOs TDRs Product/ service KSAOs TDRs Employee A Employee B Product/ service

102 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking KSAOs TDRs Product/ service KSAOs TDRs Product/ service KSAOs TDRs Product/ service Employee A Employee B Employee C Product/ service Product/ service

103 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking KSAOs TDRs Product/ service KSAOs TDRs Product/ service KSAOs TDRs Product/ service Employee A Employee B Employee C Product/ service Product/ service KSAOs TDRs Product/ service Product/ service Employee D

104 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking Employees Performances

105 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking Ranks from highest to lowest Employees Appraisal High performance Low performance

106 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking Ranks from highest to lowest High performance Low performance What about Reliability?

107 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking Ranks from highest to lowest High performance Low performance Can you arrange the colors in the same order in every trial?

108 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking Ranks from highest to lowest High performance Low performance If not, then reliability is low

109 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking Ranks from highest to lowest High performance Low performance What about validity?

110 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking Ranks from highest to lowest High performance Low performance Even if you always come up with the same order of colors, is this order indeed the RIGHT ORDER?

111 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking Ranks from highest to lowest High performance Low performance If not, then low validity

112 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking Ranks from highest to lowest High performance Low performance What about specificity?

113 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking Ranks from highest to lowest High performance Low performance Does this ordering tell any employee what he needs to do in order to move up?

114 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking Ranks from highest to lowest High performance Low performance It does not, so low specificity

115 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking Ranks from highest to lowest High performance Low performance What about acceptability?

116 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking Ranks from highest to lowest High performance Low performance Because low reliability, low validity, low specificity then low acceptability

117 Rami Gharaibeh Performance Appraisal Comparative Approach Simple ranking Ranks from highest to lowest High performance Low performance Still, managers accept it because it is simple

118 Rami Gharaibeh Performance Appraisal Comparative Approach Alternation ranking Crossing off best and worst employees Employees Appraisal BestWorst

122 Rami Gharaibeh Performance Appraisal Comparative Approach Alternation ranking Crossing off best and worst employees BestWorst

123 Rami Gharaibeh Performance Appraisal Comparative Approach Alternation ranking Crossing off best and worst employees High performance Low performance

124 Rami Gharaibeh Performance Appraisal Comparative Approach Alternation ranking Crossing off best and worst employees High performance Low performance What about Reliability?

125 Rami Gharaibeh Performance Appraisal Comparative Approach Alternation ranking Crossing off best and worst employees High performance Low performance It is improved

126 Rami Gharaibeh Performance Appraisal Comparative Approach Alternation ranking Crossing off best and worst employees High performance Low performance What about validity?

127 Rami Gharaibeh Performance Appraisal Comparative Approach Alternation ranking Crossing off best and worst employees High performance Low performance It is improved

128 Rami Gharaibeh Performance Appraisal Comparative Approach Alternation ranking Crossing off best and worst employees High performance Low performance What about specificity?

129 Rami Gharaibeh Performance Appraisal Comparative Approach Alternation ranking Crossing off best and worst employees High performance Low performance Not changed

130 Rami Gharaibeh Performance Appraisal Comparative Approach Alternation ranking Crossing off best and worst employees High performance Low performance What about acceptability?

131 Rami Gharaibeh Performance Appraisal Comparative Approach Alternation ranking Crossing off best and worst employees High performance Low performance Not changed

132 Rami Gharaibeh Performance Appraisal Comparative Approach Forced distribution Employees are ranked in groups Employees

133 Rami Gharaibeh Performance Appraisal Comparative Approach Forced distribution Employees are ranked in groups Employees Appraisal High performance Low performance

134 Rami Gharaibeh Performance Appraisal Comparative Approach Forced distribution Employees are ranked in groups Employees Appraisal High performance Low performance

135 Rami Gharaibeh Performance Appraisal Comparative Approach Forced distribution Employees are ranked in groups High performance Low performance What about reliability?

136 Rami Gharaibeh Performance Appraisal Comparative Approach Forced distribution Employees are ranked in groups High performance Low performance More improvement

137 Rami Gharaibeh Performance Appraisal Comparative Approach Forced distribution Employees are ranked in groups High performance Low performance What about validity?

138 Rami Gharaibeh Performance Appraisal Comparative Approach Forced distribution Employees are ranked in groups High performance Low performance More improvement

139 Rami Gharaibeh Performance Appraisal Comparative Approach Forced distribution Employees are ranked in groups High performance Low performance What about specificity?

140 Rami Gharaibeh Performance Appraisal Comparative Approach Forced distribution Employees are ranked in groups High performance Low performance Not changed

141 Rami Gharaibeh Performance Appraisal Comparative Approach Forced distribution Employees are ranked in groups High performance Low performance What about acceptability?

142 Rami Gharaibeh Performance Appraisal Comparative Approach Forced distribution Employees are ranked in groups High performance Low performance Not changed

143 Rami Gharaibeh Performance Appraisal Comparative Approach Paired comparison Managers compare every employee with every other employee in the work group

144 Rami Gharaibeh Performance Appraisal Comparative Approach 0000 1111 0001 1101 0101 21304 result

145 Rami Gharaibeh Performance Appraisal Comparative Approach 0000 1111 0001 1101 0101 21304 result Appraisal

146 Rami Gharaibeh Performance Appraisal Comparative Approach What about reliability?

147 Rami Gharaibeh Performance Appraisal Comparative Approach More improvement

148 Rami Gharaibeh Performance Appraisal Comparative Approach What about validity?

149 Rami Gharaibeh Performance Appraisal Comparative Approach More improvement

150 Rami Gharaibeh Performance Appraisal Comparative Approach What about specificity?

151 Rami Gharaibeh Performance Appraisal Comparative Approach Not changed

152 Rami Gharaibeh Performance Appraisal Comparative Approach What about acceptability?

153 Rami Gharaibeh Performance Appraisal Comparative Approach Not changed

154 Rami Gharaibeh Performance Appraisal Attribute Approach Two techniques within this approach Graphic Rating Scale (GRS) Mixed Rating Scale (MRS)

155 Rami Gharaibeh Performance Appraisal Attribute Approach Graphic Rating Scale A list of traits is evaluated by a five-point rating scale

156 Rami Gharaibeh Performance Appraisal Attribute Approach Graphic Rating Scale pooradequateVery goodexcellentdistinguished 12345 Team work 12345 Creativity 12345 Initiative 12345 communication

157 Rami Gharaibeh Performance Appraisal Attribute Approach Graphic Rating Scale pooradequateVery goodexcellentdistinguished 12345Team work 12345Creativity 12345Initiative 12345communication Employee A

158 Rami Gharaibeh Performance Appraisal Attribute Approach Graphic Rating Scale pooradequateVery good excelle nt distinguish ed 12345Team work 12345Creativity 12345Initiative 12345communication Employee A What about reliability?

159 Rami Gharaibeh Performance Appraisal Attribute Approach Graphic Rating Scale pooradequateVery good excelle nt distinguish ed 12345Team work 12345Creativity 12345Initiative 12345communication Employee A More improvement

160 Rami Gharaibeh Performance Appraisal Attribute Approach Graphic Rating Scale pooradequateVery good excelle nt distinguish ed 12345Team work 12345Creativity 12345Initiative 12345communication Employee A What about validity?

161 Rami Gharaibeh Performance Appraisal Attribute Approach Graphic Rating Scale pooradequateVery good excelle nt distinguish ed 12345Team work 12345Creativity 12345Initiative 12345communication Employee A More improvement

162 Rami Gharaibeh Performance Appraisal Attribute Approach Graphic Rating Scale pooradequateVery good excelle nt distinguish ed 12345Team work 12345Creativity 12345Initiative 12345communication Employee A What about specificity? More improvement

163 Rami Gharaibeh Performance Appraisal Attribute Approach Graphic Rating Scale pooradequateVery good excelle nt distinguish ed 12345Team work 12345Creativity 12345Initiative 12345communication Employee A What about acceptability? More improvement

164 Rami Gharaibeh Performance Appraisal Attribute Approach Mixed Rating Scale Define relevant performance dimensions and then develop statements representing good, average, and poor performance along each dimension

165 Rami Gharaibeh Performance Appraisal Attribute Approach Mixed Rating Scale pooradequateVery goodexcellentdistinguished 12345 Team work 12345 Intelligence 12345 Initiative 12345 Relations with

166 Rami Gharaibeh Performance Appraisal Attribute Approach Initiative Three statements describing three levels of initiative

167 Rami Gharaibeh Performance Appraisal Attribute Approach Initiative Three statements describing three levels of initiative this employee is a real self-starter. The employee always takes the initiative and his superior never has to prod him

168 Rami Gharaibeh Performance Appraisal Attribute Approach Initiative Three statements describing three levels of initiative this employee is a real self-starter. The employee always takes the initiative and his superior never has to prod him while generally this employee shows initiative, occasionally his superior must prod him to complete work

169 Rami Gharaibeh Performance Appraisal Attribute Approach Initiative Three statements describing three levels of initiative this employee is a real self-starter. The employee always takes the initiative and his superior never has to prod him while generally this employee shows initiative, occasionally his superior must prod him to complete work this employee has a bit of tendency to sit around and wait for directions

170 Rami Gharaibeh Performance Appraisal Attribute Approach Intelligence Three statements describing three levels of intelligence

171 Rami Gharaibeh Performance Appraisal Attribute Approach Intelligence Three statements describing three levels of intelligence this employee is extremely intelligent, and he learns very rapidly while perhaps this employee is not a genius, he is a lot more Intelligent than many people I know although this employee is slower than some in understanding things, And may take a bit longer in learning new things, he is of average intelligence

172 Rami Gharaibeh Performance Appraisal Attribute Approach Mixed Rating Scale this employee is extremely intelligent, and he learns very rapidly INT H while generally this employee shows initiative, occasionally his superior must prod him to complete work INIT M while perhaps this employee is not a genius, he is a lot more Intelligent than many people I know INT M this employee has a bit of tendency to sit around and wait for directions INIT L although this employee is slower than some in understanding things, And may take a bit longer in learning new things, he is of average intelligence INT L this employee is a real self-starter. The employee always takes the initiative and his superior never has to prod him INIT H

173 Rami Gharaibeh Performance Appraisal Attribute Approach Mixed Rating Scale - this employee is extremely intelligent, and he learns very rapidly INT H 0 while generally this employee shows initiative, occasionally his superior must prod him to complete work INIT M + while perhaps this employee is not a genius, he is a lot more Intelligent than many people I know INT M + this employee has a bit of tendency to sit around and wait for directions INIT L + although this employee is slower than some in understanding things, And may take a bit longer in learning new things, he is of average intelligence INT L - this employee is a real self-starter. The employee always takes the initiative and his superior never has to prod him INIT H Employee A

174 Rami Gharaibeh Performance Appraisal Attribute Approach Mixed Rating Scale SCORELOW MEDIUM HIGH 7 + + + 6+ +0 5+ + - 4 + 0 - 3 + - - 2 0 - - 1 - - - Key

175 Rami Gharaibeh Performance Appraisal Attribute Approach Mixed Rating Scale What about reliability?

176 Rami Gharaibeh Performance Appraisal Attribute Approach Mixed Rating Scale What about reliability?What about validity?

177 Rami Gharaibeh Performance Appraisal Attribute Approach Mixed Rating Scale What about reliability? What about specificity? What about validity?

178 Rami Gharaibeh Performance Appraisal Attribute Approach Mixed Rating Scale What about reliability? What about specificity?What about acceptability? What about validity?

179 Rami Gharaibeh Performance Appraisal Behavioral Approach Three techniques within this approach Critical incident Behaviorally anchored rating scales (BARS) Behavioral observation scales (BOS)

180 Rami Gharaibeh Performance Appraisal Behavioral Approach Critical incidents Requires managers to keep record of specific examples of effective and ineffective performance

181 Rami Gharaibeh Performance Appraisal Behavioral Approach Critical incidents classification incident description Date + + + + + - -

182 Rami Gharaibeh Performance Appraisal Behavioral Approach Critical incidents What about reliability? What about specificity?What about acceptability? What about validity?

183 Rami Gharaibeh Performance Appraisal Behavioral Approach Behaviorally anchored rating scales (BARS)

184 Rami Gharaibeh Performance Appraisal Behavioral Approach Behaviorally anchored rating scales (BARS) select a group of behaviors, then for each behavior set a group of statements that describe several levels of performing the behavior

185 Rami Gharaibeh Performance Appraisal Behavioral Approach Behaviorally anchored rating scales (BARS) Example A nurses preparedness for shift is one job behavior

186 Rami Gharaibeh Performance Appraisal Behavioral Approach Behaviorally anchored rating scales (BARS) this nurse arrives at her shift on time, dressed as the code requires, Having all equipment with her, receives all required reports from previous shift this nurse arrives at her shift a few minutes late, have to go to closet to dress up as the code requires,Have to gather her equipment, receives all required reports from previous shift this nurse arrives at her shift very late, have to go to closet to dress up as the code requires,cannot find her equipment, not keen on receiving all required reports from previous shift

187 Rami Gharaibeh Performance Appraisal Behavioral Approach Behavioral observation scales (BOS) It adds another dimension to BARS, which is the dimension of frequency

188 Rami Gharaibeh Performance Appraisal Behavioral Approach Behavioral observation scales (BOS) this nurse arrives at her shift on time, dressed as the code requires, Having all equipment with her, receives all required reports from previous shift Almost always 321Almost never

189 Rami Gharaibeh Performance Appraisal Results Approach Management by objectives top management passes down companys strategic goals to next layer of management, and these managers define the goals they must achieve

190 Rami Gharaibeh Performance Appraisal Quality Approach A performance management system designed with a strong quality orientation can be expected to: Emphasize an assessment of both person and system factors in the measurement system. Emphasize that managers and employees work together to solve performance problems. Involve both internal and external customers in setting standards and measuring performance. Use multiple sources to evaluate person and system factors

191 Rami Gharaibeh Performance Appraisal Sources of Appraisal Information Are managers the only source of appraisal information?

192 Rami Gharaibeh Performance Appraisal Sources of Appraisal Information Are managers the only source of appraisal information? NO

193 Rami Gharaibeh Performance Appraisal Sources of Appraisal Information Having several sources of appraisal information increases the validity

194 Rami Gharaibeh Performance Appraisal Sources of Appraisal Information Who should appraise person A? A

195 Rami Gharaibeh Performance Appraisal Sources of Appraisal Information who should appraise person A? self

196 Rami Gharaibeh Performance Appraisal Sources of Appraisal Information who should appraise person A? A subordinates

197 Rami Gharaibeh Performance Appraisal Sources of Appraisal Information who should appraise person A? A supervisor

198 Rami Gharaibeh Performance Appraisal Sources of Appraisal Information who should appraise person A? A peer

199 Rami Gharaibeh Performance Appraisal Sources of Appraisal Information who should appraise person A? A customer

200 Rami Gharaibeh Performance Appraisal Sources of Appraisal Errors There are five types of errors a rater could commit Similar to me Contrast Distributional errors Halo Horns

201 Rami Gharaibeh Performance Appraisal Similar-to-me Error when the raters evaluation is affected by the similarity between him and the subject The concept of similarity could take one of many forms: gender, religion, region, country, political views, etc.

202 Rami Gharaibeh Performance Appraisal Contrast Error when the raters evaluation is affected by wrong selection of the reference

203 Rami Gharaibeh Performance Appraisal Contrast Error KSAOs TDRs Appraisal instrument Product/ service Apply them in To produce measure compare Reference

204 Rami Gharaibeh Performance Appraisal Contrast Error reference performance Negative performance

205 Rami Gharaibeh Performance Appraisal Contrast Error reference performance positive performance

206 Rami Gharaibeh Performance Appraisal Contrast Error reference performance negative performance

207 Rami Gharaibeh Performance Appraisal Contrast Error reference performance negative performance So, which reference should we choose?

208 Rami Gharaibeh Performance Appraisal Contrast Error reference performance negative performance Realistic and fair reference

209 Rami Gharaibeh Performance Appraisal Contrast Error should I compare KAUH employees with employees of Mayo clinic or with employees of Princess Basma Hospital? Realistic and fair reference

210 Rami Gharaibeh Performance Appraisal Distributional Error when the raters evaluations do not fit a normal distribution curve

211 Rami Gharaibeh Performance Appraisal Distributional Error

212 Rami Gharaibeh Performance Appraisal Distributional Error strictness error

213 Rami Gharaibeh Performance Appraisal Distributional Error leniency error

214 Rami Gharaibeh Performance Appraisal Halo Error when the rater fails to treat each aspect of performance separately; a positive evaluation of one aspect is generalized to other aspects Example Because doctor A has high surgical skills, he also receives high scores on his poor traits

215 Rami Gharaibeh Performance Appraisal Horns Error when the rater fails to treat each aspect of performance separately; a negative evaluation of one aspect is generalized to other aspects Example Because doctor A has low surgical skills, he also receives low scores on his good traits

216 Rami Gharaibeh Performance Appraisal Reducing Errors How do we reduce the errors in appraisal?

217 Rami Gharaibeh Performance Appraisal Reducing Errors How do we reduce the errors in appraisal? Through training

218 Rami Gharaibeh Performance Appraisal Feedback Feedback should be given every day, not once a year. Ask employees to rate their performance before the session. Encourage the subordinate to participate in the session. Focus on solving problems. Focus feedback on behavior or results, not on the person. Minimize criticism. Agree to specific goals and set a date to review progress.

219 END MODULE II Rami Gharaibeh

Documents

1 Management in Healthcare Rami Gharaibeh ©. 2 Chapter 1 Rami Gharaibeh © Gaining a Competitive Advantage