Performance appraisal is a process by which the job performance of certain employees is evaluated by the corresponding supervisor or managers. The evaluation is mostly based on the basis of quantity, quality, time and cost all in relation to the concerned occupation. This strategy is very vital in its application especially in the health sector. The fact that employees know what is expected of them by the management enhances impeccability in their respective undertakings (Fallon & McConell, 2007, p 33). The ripple effect of this undertaking is that the health sector will experience better results from the workforce. Therefore, in the long run, the overall service delivery of the health sector is bound to be of high quality, a positive factor, considering the importance of the heath care sector.
Strategic planning involves the activity or process by which various organizations set their strategy or direction and the subsequent decision making on allocation of its resources to pursue this plans whereas strategic management entails the field that deals with the major emergent and intended initiatives of a given organization (Joyce & Woods, 2001, p 78). Strategic management posses a greater challenge on its realization compared to the latter. This is because it requires the discipline and skilled imputations, and also precedes the action of strategic planning.
Human resource management in the health is a vital undertaking and the inclusion of legal components in the human resource management in the health sector is crucial. The Civil Rights Act of 1964 was the genesis of this crucial aspect in the management of human resources in the health organization (Hernandez, 2009, p 63). The purpose of law here is to ensure that the respective individuals concerned in the health sector are bound professionally and surely in their undertakings as well as their oaths, considering the sensitive nature of the health sector.
Job analysis entails the process by which one describes and records the aspects of a given job and consequently specifies the skills and requirements necessary to perform the job (Franklin, 2005, p 21). I would apply the method of competency profiling in my organization if I was to do job analysis. This process would go a long way in helping or correlating with other human resource management programs. One of the programs that would directly benefit is the human resource development program. The competency test would determine the learning needs of the employees.
Organizational culture describes the psychology, experiences and attitudes of a given organization. A strong health care organizational culture is an important aspect of operation in the vital sector (Issel, 2009, p 35). However, the possibilities of having a strong health care organizational culture that is ineffective cannot be overlooked. It is the overall health organization that sets this culture to the individual employees. The employees in these firms also have personal values. If the employees’ personal values are not in line with the organization’s culture, the likely hood of having an ineffective overall culture is big. It is important to note that the employees in a given firm are the ones who determine the final destination and progress of the whole organization. Therefore, in a situation where the concerned employees do not stand for the set organizational cultures, it is evident that the end result will be an ineffective and poor result.
Franklin, M. (2005). A Guide to Job Analysis. New York, NY: ASTD Press.
Fallon, L.F. (2007). Human Resource Management in Health. New York, NY: Jones and Bartlett
Joyce, P., & Woods, A. (2001). Strategic Management. London: Kogan Publishers.
Issel, M.L. (2004). Health Program Planning and Evaluation. New York, NY: Jones and Bartlett
Hernandez, R.S. (2009). Strategic Human Resource Management in Health Services
Organizations. Stamford, CO: Cengage Learning.