Comprehensive Report: Performance Management Analysis and Strategies

This report delves into the critical aspects of performance management within healthcare settings. It defines performance management as a process of evaluating and bridging gaps between desired and actual workplace performance, emphasizing the importance of recognizing and supporting outstanding performance while addressing negative conduct. The report highlights the significance of effective communication, employee empowerment, and a positive work environment in preventing bullying and fostering professionalism. It outlines key principles such as transparency, employee development, and a congenial work environment. The report also explores factors impacting workplace performance, including employment conditions and available resources, while acknowledging the challenges in implementing effective performance management systems in both public and private sectors. Furthermore, it underscores the role of leadership in transforming organizations through change, trust-building, and the promotion of a high-commitment culture to ensure effective and safe patient care.

Running head: PERFORMANCE MANAGEMENT 1
PERFORMANCE MANAGEMENT
Student’s Name
Institution Affiliation

PERFORMANCE MANAGEMENT 2
Performance Management
Performance management is termed as a process of evaluating and addressing the difference
amid required performance and authentic performance in the workplace. A positive gap can
be achieved when an actual performance of workplace surpasses the standards that are
needed. Therefore, performance management focuses on supporting and recognising
outstanding performance. On the other hand, a negative gap is attained when the actual
performance does not attain the essential criteria for workplace performance. Efficient
performance management is a progressive process of observing, monitoring and
communicating with the midwives and nurses to provide constructive feedback in regards to
the performance of their workplace. When a negative gap has been noted, effective
performance management will establish suitable strategies to bridge the gap (Ibrahim, Abd-
Allah, Arafa & Mohammed, 2016).
Negative conducts comprise of actions such as blaming, yelling, verbal abuse, ostracising,
invasion of personal space, belittling, assigning tasks that are worthless and not affiliated to
the job and isolating someone. Bullying often occurs when the conduct is repeated and
persistent and not a one -time incident. However, there is a need to report even a single
incident to prevent it from escalating. At particular times people may feel that they are being
mistreated and there working environment is not conducive, thus end up thinking that they
are being bullied (Zuriguel Pérez et al., 2015). Feeling undervalued or upset in a workplace is
not an indication of being bullied. Thus managing performance and providing feedback is not
affiliated to bullying on the basis that it is consistent with the practises and principles that are
detailed in the guide. Sound performance management process ensures that the midwives and
nurses are treated with courtesy and respect which can reduce the incidence of negative
conduct at work and improve proper clinical practise and professionalism (Borgonovi,
Anessi-Pessina & Bianchi, 2018). Performance management is one of the effective strategies
to prevent bullying, and it is the duty of the health services to respond to episodes of negative
conduct to prevent any possibility and repetition of the occurrence of bullying.
Performance management principles establish a respectful organisation culture and aid an
efficient approach to Performance management. Performance management needs to swiftly
respond to negative workplace conduct; hence behaviour ignored is conduct condoned. To
implement effective performance management, the midwives and nurses need to possess
desirable skills to facilitate the process (Verrall et al., 2015). This aspect is crucial for the
managers; hence they need to conduct the process with discretion and integrity. Additionally,
the managerial performance systems need to be clear and standards expressed in varying
levels of the organisation.
Principles of effective performance management constitute:
Transparency
It is the duty of the manager in a health care a facility to effectively communicate to the stuff
in regards to decisions that are affiliated to measurement and improvement such as wok
allocation, planning, counselling, guidance and monitoring.

PERFORMANCE MANAGEMENT 3
Employee Empowerment and Development
It is essential for the managers of a health service to involve the team members during the
decision-making process hence treating them as working partners for the prosperity of the
organisation (Pollitt, 2018). Under this principle, the managers should be able to recognise
talents, merit and potentials, hence rewarding and allocating more responsibility and
authority to the employees.
Values
The managerial heads need to ensure stakeholder satisfactory and fair treatment in the
organisation. Therefore, the employees deserve fair treatment since they are the core
foundation of the organisation.
External Environment
The external environment needs to be effectively managed to overcome impediments and
obstacles in the workplace.
Congenial Work Environment
It is crucial for the management to establish a congenial and conducive climate and work
culture that will enable the people to share information and experience knowledge in
accomplishing the ambitions of the managees and attaining the organisation goals. To better
the performance of the teams and individuals, the managers in a health care facility need to
be aware of the organisation's objectives, missions, framework and values.
Access to information is a crucial factor in Performance management; thus, each individual
needs to be aware of the required conduct and standards of performance. Nevertheless, they
are some of the factors that have an impact on workplace performance (Gerrish, 2016). They
comprise of conditions of employment such as non- wage benefits, wages, rostering and
accessibility to leave. The resources that are available in the workplace, such as procedures
and equipment's influence the performance of nurses. Thus the shortage of resources will lead
to poor service delivery to the patients.
Performance management has been a challenge in both the private and public sectors, and
there is difficulty in enforcing meaningful and cost-effective measures in the improvement of
the system (Arnaboldi, Lapsley & Steccolini, 2015). Performance management process is
challenging in the majority of the medical facilities. Performance evaluation helps in
assessing the employee’s performance by understanding their involvement, work culture and
satisfaction. In addition, it helps the health services to decide employees transfer, promotion,
pay increase and incentives. Stuff weakness and strength can be identified.
To establish a firm managerial performance practice, the leadership needs to pay attention to
the grievances of the employees consistently. Hence devoting time, energy and attention
provides a greater competitive edge. The core principles utilised by leaders in transforming
their organisations into models of high commitment management comprise of:

PERFORMANCE MANAGEMENT 4
Encouraging Change
The leaders in the health services can heighten change through the exposure of the employees
to a substitute management model
Building Trust
Trust building is essential in any organisation through the treatment of people with dignity
and respect. Offering proper treatment to people and sharing of information establishes the
sense of trust amid the members of the organisation.
In conclusion, Performance management aids in heightening the health services; growth and
viability through optimum utilisation of the medical staff in a specific organisation. The focal
goal is to ensure that there is effective and safe patient care. It’s the duty of the managers in
any health organisation to control and measure the performance of their firms for proper asset
management (Chalmers, Ashton & Tenbensel, 2017). Furthermore, the managers of the
health services need to enhance the structure of the team by participating actively and
encouraging team members to create an environment that is free from negative conduct.

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References
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sector: The ultimate challenge. Financial Accountability & Management, 31(1), 1-22.
Borgonovi, E., Anessi-Pessina, E., & Bianchi, C. (Eds.). (2018). Outcome-based performance
management in the public sector. Springer.
Chalmers, L. M., Ashton, T., & Tenbensel, T. (2017). Measuring and managing health
system performance: An update from New Zealand. Health Policy, 121(8), 831-835.
Gerrish, E. (2016). The impact of performance management on performance in public
organisations: A meta‐analysis. Public Administration Review, 76(1), 48-66.
Ibrahim, R. A., Abd-Allah, K. F., Arafa, O. S., & Mohammed, S. S. (2016). Effect of Nursing
Care Standards on Nurses Performance Regarding Caring for Patients with Cardiac
Arrhythmias (Doctoral dissertation, Doctoral thesis in medical-surgical nursing, Faculty of
Nursing, Benha University).
Pollitt, C. (2018). Performance management 40 years on a review. Some key decisions and
consequences. Public Money & Management, 38(3), 167-174.
Verrall, C., Abery, E., Harvey, C., Henderson, J., Willis, E., Hamilton, P., ... & Blackman, I.
(2015). Nurses and midwives perceptions of missed nursing care–A South Australian
study. Collegian, 22(4), 413-420.
Zuriguel Pérez, E., Lluch Canut, M. T., Falco Pegueroles, A., Puig Llobet, M., Moreno
Arroyo, C., & Roldan Merino, J. (2015). Critical thinking in nursing: Scoping review of
the literature. International journal of nursing practice, 21(6), 820-830.