1. The performance management process includes six closely related components: (a) prerequisites, (b) performance planning, (c) performance execution, (d) performance assessment, (e) performance review, and (f) performance renewal”
2. Part of the problem is that FRMA needs a more detailed mission. The mission statement explains the reason for FRMA’s existence: to provide the best healthcare and medical assistance for the families of Granite. However, it does not say anything about FRMA’s goals or strategies; there is no cascade effect throughout the organization. Thus, I would need to work with the doctors and staff to develop a more detailed mission statement.
Then, we need to do a job analysis for each job in order to develop up-to-date job descriptions. We can begin with generic job descriptions from the Occupational Informational Network (O*Net at http://online.onetcenter.org/) and then interview the doctors, any supervisors, and the employees to determine the accuracy of the job descriptions. It is important to list job duties, KSAs (knowledge, skills, and abilities required to do the job), and working conditions. The incumbents should also review the information developed and provide feedback regarding the frequency and criticality of the tasks they do.
3. Assess patient health problems and needs, develop and implement excellent nursing care plans, and maintain medical records for the families of Granite. Administer excellent nursing care to ill, injured, convalescent, or disabled patients. May advise patients on superior health maintenance and disease prevention or provide case management for the families of Granite. Licensing or registration required.
4. Performance planning includes the consideration of results and behavior, as well as a developmental plan. A discussion of results needs to include key accountabilities (i.e., broad areas for which an employee is responsible), specific objectives for each key accountability (i.e., goals to be reached), and performance standards (i.e., what are acceptable and unacceptable levels of performance). A discussion of behaviors needs to include competencies (i.e., clusters of KSAs). Finally, the developmental plan includes a description of areas that need improving and goals to be achieved in each area.
5. During the performance execution phase, management is responsible for observation and documentation; updating employees; providing feedback to employees; providing employees with the resources they need to do their jobs; and providing reinforcement to the employees. Employees are responsible for doing their jobs, with a commitment to achieving the goals developed during the performance planning process. They should make ongoing requests for feedback and coaching and communicate regularly with their supervisors. They should collect and share performance data with their supervisors. They should also prepare for their performance reviews.
During the performance review phase, the supervisor should review past behaviors and results, discuss any rewards that will be provided in the present, and work with the employee to set new goals and development plans. The employee is responsible for having completed a self-assessment prior to the performance review meeting. In addition, the employee should plan on participating actively in the discussion of his or her performance and help with development of the new action plan.
1. In general, thorough mission statements include the following components: (Respondents are free to invent appropriate answers as long as they include at least the first five key features in their mission statements.)
Basic product/service to be offered (does what?)
Primary markets or customer groups to be served (to whom?)
Unique benefits and advantages of products/services (with what benefits?)
Technology to be used in production or delivery
Fundamental concern for survival through growth and profitability