scispace - formally typeset
Search or ask a question

Strategies for improving individual performance and job satisfaction at meadowvale health

Teresa Marchant
01 Jan 1998-
TL;DR: In this paper, the authors address the individual level of analysis in organisational behavior and link elements of motivation and ability, which determine individual performance, to the HR practices of performance management and reward and recognition systems.
Abstract: This paper addresses the individual level of analysis in organisational behaviour. It links elements of motivation and ability, which determine individual performance, to the HR practices of performance management and reward and recognition systems. This linkage is done in the context of a case study within a health care organisation. The paper also describes the change management considerations that are involved, since new practices are best implemented with due attention to the relevant change issues. The new strategies for enhancing individual performance are also linked to the organisation’s strategic objectives, in keeping with the principles of strategic HRM. The two main points are that a focus on training to improve individual ability, and an emphasis on developing intrinsic motivation, should lead to performance improvement in the health care organisation. INTRODUCTION A number of factors impact on individual performance and job satisfaction. These are the personality, values, attitudes, perceptions, ability and motivation of each individual employee. These factors are not interdependent in their effect on employee performance and satisfaction. Proposed strategies involving performance appraisal, reward and recognition systems are suggested and analysed in order to improve performance within Meadowvale Health. The focus is on optimising individual performance and job satisfaction which, when appropriately implemented, will translate into improved organisational performance. The implementation of the strategies is crucial to their success. Consequently, issues involved in the change management process are reviewed and areas of concern addressed.
Citations
More filters
Examining the Relationship of Performance Appraisal System and Employee Satisfaction

[...]

Rabia Karimi, Muhamad Imran Malik, Saddam Hussain
01 Jan 2011
TL;DR: In this article, the authors examined the relationship of employee performance appraisal system (PER) and employee satisfaction (SAT) in a sample of 101 employees working at one of the international non for profit organization.
Abstract: The current study aims to examine the relationship of employee performance appraisal system (PER) and employee satisfaction (SAT) in a sample of 101 employees working at one of the international non for profit organization. The data was collected by convenient sampling and snow ball sampling techniques with the help of adopted questionnaires. The reliability of the instruments used is reaffirmed which is accordance with the required standards. After applying Pearson’s correlation and linear regression the results show that there is a positive relationship between the independent and the dependent variables. The study has implications for managers of all the profit and non – for profit organizations. The results are compared with and discussed in the light of relevant research studies.

43 citations

Cites background from "Strategies for improving individual..."

  • ...244 Performance appraisal system is a combination of all the factors like proposed strategies involving performance appraisal, reward and recognition systems are suggested and analyzed in order to improve performance (Marchant, 1999)....

    [...]

  • ...A performance appraisal system must be integrated as part of a performance management system aligned toward achieving corporate goals (Schneier, Shaw & Beattie, 1991, p.298; Marchant, 1999)....

    [...]

  • ...© Centre for Promoting Ideas, USA www.ijbssnet.com Performance appraisal system is a combination of all the factors like proposed strategies involving performance appraisal, reward and recognition systems are suggested and analyzed in order to improve performance (Marchant, 1999)....

    [...]

Journal Article•DOI•
The Relationship between Quality of Work Life, Job Stress, Job Satisfaction and Citizenship Behavior in Oshnaviyeh Hospital's Staff

[...]

Kasraie Sh1, Parsa Sh2, Hassani M3, Ghasem-Zadeh A4•
Payame Noor University1, Islamic Azad University2, Urmia University3, Azarbaijan Shahid Madani University4
01 Apr 2014-Journal of patient safety and quality improvement
TL;DR: In this article, the authors investigated the relationship between the quality of work life, job stress, job satisfaction, and citizenship behavior in Oshnaviyeh Hospital's staff, and found that there is a significant positive relationship between quality of life, stress and citizenship behaviour.
Abstract: Introduction: The Organizational Citizenship Behavior (OCB) is an important variable in the study of organization management. It is partly hard to build relationships and performance within the organization. The purpose of this study was to investigate the relationship between the quality of work life, job stress, job satisfaction, and citizenship behavior in Oshnaviyeh Hospital’s staff. Materials and Methods:To collect data, quality of work life by Walton, hospital job stress, job satisfaction, and citizenship behavior questionnaires were used. To determine the reliability of the questionnaires. To analyze data, Pearson Correlation Test,T test, Regression, Path analysis were used. Results: The results show that there is a significant positive relationship between the quality of work life, job stress, job satisfaction, and citizenship behavior. The quality of work life is the most important variable among the independent variables since it was able to identify approximately 18% of citizen behavior. Conclusion: Because OCB is completely voluntary, behaviors are more influenced by their interactions and organizational procedures. Hence, it is fair to organizations to know how to deal with employees' level of organizational citizenship behavior.

23 citations

Dissertation•
The performance of health workers in decentralised services in Uganda

[...]

George William Lutwama
01 Jun 2011
TL;DR: The findings revealed that the performance of health workers is generally affected by health systems and work environment related factors, and there is widespread political interference and nepotism in the district health sector management.
Abstract: This study investigated the performance of health workers in the decentralised services in Uganda in order to develop a management framework that may be used to improve performance. The study followed a mixed research methodology and was descriptive. The survey design was used to collect quantitative data by means of a structured questionnaire. Qualitative data was collected using a semi-structured interview guide. The study population for the quantitative strand comprised 276 health workers including doctors, clinical officers, and professional nurses working in four districts: Kumi, Mbale, Sironko and Tororo. The health workers were selected using stratified random sampling. The population for qualitative strand was health services managers (N=21) from the same districts. The managers were selected purposively. Quantitative data was analysed using SPSS version 18.0, while qualitative data was coded and analysed manually. The findings revealed that the performance of health workers is generally affected by health systems and work environment related factors. The findings indicated that health workers are skilled, competent, and generally have positive attitudes and behaviours towards their clients. The study uncovered loop holes in performance management in the district health sectors. In most cases there is no target setting, no performance management planning, performance indicators are not clearly defined, and the schedules for performance measurement are not always followed. There is limited career progression and lack of functional performance feedback and rewarding mechanisms. Although health workers are committed, there is widespread political interference and nepotism in the district health sector management. Overall, the researcher is optimistic that if the proposed performance management framework is implemented, the performance of health workers might improve.

18 citations

Journal Article•DOI•
Determinants of Job Satisfaction in Academic Professionals of Pakistan

[...]

Ali Ahmad Bodla, Matloub Hussain, Chiyin Chen
07 Oct 2014
TL;DR: In this paper, the authors explored and analyzed the determinants of job satisfaction in academic professional of Pakistan and found that performance appraisal and compensation are important determinants for job satisfaction among faculty members.
Abstract: The purpose of this study is to explore and analyze the determinants of job satisfaction in academic professional of Pakistan. The job satisfaction was considered dependent variable and human resource management (HRM) practices (training and development, performance appraisal, career planning, and compensation) were predictor variables. Linear regression model was used in this study that demonstrated the overall effect of variable and data was collected from faculty members of four (two public and two private) different universities of Pakistan. It has been found that performance appraisal and compensation are important determinants of job satisfaction among faculty members. Therefore, the management of universities in Pakistan should give considerable emphasis on performance appraisal. Interestingly, the analysis of means variation and independent t-test did not demonstrate a difference between faculty members of public and private universities in terms of job satisfaction and HRM practices. Future investigations should explore the underlying mechanism between the HRM practices and job satisfaction.

11 citations

Cites background from "Strategies for improving individual..."

  • ...HRM practices and Job Satisfaction Literatures in this perspective reveals that number of researchers have identified different factors of job satisfaction, such as achievement, advancement, recognition (Marchant, 1999), responsibility, work itself, relationships, policy and administration, salary, supervision, working conditions (Castillo & Cano, 2004) were factors for job satisfaction....

    [...]

  • ...…perspective reveals that number of researchers have identified different factors of job satisfaction, such as achievement, advancement, recognition (Marchant, 1999), responsibility, work itself, relationships, policy and administration, salary, supervision, working conditions (Castillo & Cano,…...

    [...]

Management practices as leverages of employee performance

[...]

Tilaye Kassahun
01 Jan 2007
TL;DR: In this article, the authors investigated whether selected management practices could enhance employee performance and found that perceived adequacy of organisational support, procedural justice, training opportunity, job autonomy, employee age, and occupational level came out as the most important predictors of overall employee performance.
Abstract: The main objective of this study was to investigate whether selected management practices could enhance employee performance. The sample consisted of 210 employees drawn from various organisations in Delhi. The results revealed that of all the management practices and personal characteristics, perceived adequacy of organisational support, procedural justice, training opportunity, job autonomy, employee age, and occupational level came out as the most important predictors of overall employee performance. The contribution of management practices to total variation in overall employee performance was much higher as compared to that of personal characteristics. The study has categorically indicated that the employees tend to give much value to continuous support and encouragement from management desk, fairness and equity in the distribution of work-related outcomes, opportunities for competence development, and freedom in connection to their jobs in order to accomplish their tasks successfully. The challenge for the management is, therefore, to keep track of these aspects of the work settings as their day-to-day matters and address them vigorously and systematically.

9 citations

Cites background from "Strategies for improving individual..."

  • ...The use of such a strategy is justified in the sense that, most often than not, there is a greater difficulty in measuring organisational performance than that of employee performance (Merchant, 1999)....

    [...]

  • ...The presumed link between individual performance and organisational performance has been well established in business literature (e.g., Lawler, 1994; Merchant, 1999)....

    [...]

  • ...Merchant, 1999; Meyer & Allen, 1997; Robbins et al., 1998; Steers, 1977). For example, Robbins and co authors (1998) suggest that individual performance is moderated by the personality, values, attitudes and ability of an individual employee, and management practices that are prevalent in a given organisation....

    [...]

  • ...In support of such a viewpoint, Merchant (1999) has pointed out that proper application of managerial practices such as adequate managerial support, competence development programs, work autonomy, performance appraisal, reward and recognition systems can serve an instrumental role on optimising employee performance, which has a cascading effect in improving organisational performance....

    [...]

References
More filters
Book•
Strategic Human Resource Management

[...]

Charles J. Fombrun, Noel M. Tichy, Mary Anne Devanna
01 Jan 1984
TL;DR: A Framework for Strategic Human Resource Management (M. Tichy, et al. as mentioned in this paper ) is a framework for strategic human resource management with a focus on the external context of human resources management.
Abstract: ENVIRONMENT, STRATEGY, AND ORGANIZATION. The External Context of Human Resource Management (C. Fombrun). The Organizational Context of Strategic Human Resource Management (N. Tichy, et al.). A Framework for Strategic Human Resource Management (M. Devanna, et al.). THE STRATEGIC ROLE OF THE HUMAN RESOURCE SYSTEMS. Strategic Staffing (E. Miller). Strategic Staffing at Chase Manhattan Bank (C. Borucki and A. Lafley). The Appraisal System as a Strategic Control (G. Latham). STRATEGIC ISSUES IN HUMAN RESOURCES MANAGEMENT. Bringing Human Resources into Strategic Planning: Systems Design Considerations (P. Lorange and D. Murphy). Managing Human Resources in a Declining Context (T. Gimore and L. Hirschhorn). Human Resource Policies for the Innovating Organization (J. Galbraith). HUMAN RESOURCES: THE CEO's PERSPECTIVE. An Interview with Reginald Jones and Frank Doyle (C. Fombrun). An Interview with Edson Spencer and Doston Boyle (N. Tichy). References. Index.

4,147 citations

Book Chapter•DOI•
Choosing strategies for change.

[...]

John P. Kotter, Leonard A. Schlesinger
01 Jan 1989-Harvard Business Review
TL;DR: Four basic reasons people resist change, various ways of dealing with that resistance, and a guide to the kinds of approaches to use with different types of opposition are given.
Abstract: Few organizational change efforts tend to be complete failures, but few tend to be entirely successful either. Most efforts encounter problems; they often take longer than expected and desired, they sometimes kill morale, and they often cost a great deal in terms of managerial time or emotional upheaval. More than a few organizations have not even tried to initiate needed changes because the managers involved were afraid that they were simply incapable of successfully implementing them.

1,857 citations

"Strategies for improving individual..." refers background or methods in this paper

  • ...When revising the current performance appraisal system the change process will need to involve some of the approaches espoused by Kotter and Schlesinger (1979), and more recently, Ivancevich and Matteson (1990, pp....

    [...]

  • ...67 What types of reward or recognition are best to increase intrinsic motivation and enhance individual performance and job satisfaction, as required by Meadowvale Health? Kovach (1987), Popp and Fox (1985) and Hede (1990) conducted surveys and provide answers to this question....

    [...]

Journal Article•DOI•
The effects of contingent and noncontingent rewards and controls on intrinsic motivation

[...]

Edward L. Deci1•
University of Rochester1
01 Oct 1972-Organizational Behavior and Human Performance
TL;DR: In this paper, the authors examined the effects of external rewards and controls on intrinsic motivation and found that a person's intrinsic motivation to perform an activity decreased when he received contingent monetary payments, threats of punishment for poor performance, or negative feedback about his performance.

736 citations

"Strategies for improving individual..." refers background in this paper

  • ...This argument is supported by Deci (1972) who showed a decrease in intrinsic motivation when extrinsic rewards were used to promote behaviour....

    [...]

Journal Article•DOI•
What motivates employees? Workers and supervisors give different answers

[...]

Kenneth A. Kovach
01 Sep 1987-Business Horizons
TL;DR: Workers value interesting work or good wages as discussed by the authors, but they don't know which one they value more: interesting work and good wages, and their supervisors think they know the answer.

349 citations

"Strategies for improving individual..." refers background in this paper

  • ...What types of reward or recognition are best to increase intrinsic motivation and enhance individual performance and job satisfaction, as required by Meadowvale Health? Kovach (1987) , Popp and Fox (1985) and Hede (1990) conducted surveys and provide answers to this question....

    [...]

Journal Article•DOI•
Transformational and Coercive Strategies for Planned Organizational Change: Beyond the O.D. Model

[...]

Dexter Dunphy1, Doug Stace1•
University of New South Wales1
01 Jul 1988-Organization Studies
TL;DR: In this article, the authors argue that the universality of O.D. theory presents an incomplete model of organizational change, and propose a differentiated contingency model of change, which has implications for the choice of strategies for managing organizational change in differing circumstances.
Abstract: This paper challenges the universality of O.D. theory, arguing that it presents an incomplete model of organizational change. Two contrasting 'theories' of organization al change are compared and evaluated (the incremental and transformational theses) and also two contrasting methods of change: participation and coercion. All four approaches are seen as legitimate components of a differentiated contingency model of change. The model has implications for the choice of strategies for managing organizational change in differing circumstances and for the training of change agents.

296 citations

"Strategies for improving individual..." refers methods in this paper

  • ...When considering the three-dimensional typology adapted from the work of Dunphy and Stace (1988) , the change process to implement the two strategies described would be classified as being proactive, incremental and collaborative....

    [...]

Related Papers (5)
Individual Performance Management: A Review of Current Practices

[...]

06 May 2013-APMBA (Asia Pacific Management and Business Application)
Ian O’ Boyle
Improving operational performance by influencing shopfloor behavior via performance management practices

[...]

01 Mar 2011-Journal of Operations Management
Sander de Leeuw, Jeroen P. van den Berg
A conceptual model of performance and satisfaction for main participants of construction project coalition

[...]

01 Jan 1999
Robby Soetanto, David Proverbs, Patricia Cooper
Does organizational identification lead to information system success

[...]

29 Jan 2013-World applied sciences journal
Pouria Khosravi, Azadeh Rezvani, Mohammad Nazir Ahmad
Client satisfaction with reproductive health-care quality: integrating business approaches to modeling and measurement.

[...]

01 Dec 2004-Social Science & Medicine
Dana L. Alden, Do Mai Hoa, Dharm P. S. Bhawuk