Case Unit 06: Revising the Performa

Case Unit 06: Revising the Performance Appraisal System at Victoria Hospital
Recently Victoria Hospital, a thoroughly modern hospital in Jacksonville, Florida, had a thoroughly modern problem. Its performance appraisal system was rapidly becoming an insurmountable pile of papers; and with 1,325 employees, the HR staff recognized that changes were needed.
Performance appraisal forms can range from a simple sheet of paper to very lengthy and complex packets. Victoria performance appraisal system had evolved over the years into a form with about 20 pages per employee. Although some of the length was due to concerns about meeting numerous State and health-care industry requirements, other facets of the system had been developed for administrative reasons.
The existing performance appraisal system was based on a combination of job descriptions and a performance appraisal. In addition, health-care accreditation requirements necessitated using a competency management program focusing on employee development and education. As a result, Victoria had combined the competency profiles with the job descriptions and performance appraisal forms. To complete an appraisal on employees, supervisors and managers scored employee performance on formal weighted criteria and then summarized the information by compensation and benefits class. Those summaries were reviewed by upper-management for consistency, as one would expect. The overall performance appraisal process was paper-intensive, slow, and frustrating because it required a total of 36 different steps.
A steering committee was formed to oversee the process of changing to a better performance appraisal system. The committee established that it was crucial for the new system to better fit the needs of those using it. Also, the committee wanted the system to use more technology and less paper. Based on these general objectives, brainstorming was conducted to find bottlenecks and identify what the ideal auto mated process would look like. At this point, the committee understood the current systems and what key users wanted. After reviewing literature on performance appraisal systems, surveying other hospitals, and looking at software packages, the committee decided it would have to design its own system.
The option chosen consisted of moving the numerical criteria scores from the individual pages of the job description to a summary sheet that provided for scoring up to six employees on one form. Then total scores were calculated by the computer. Also, written comments were moved to a summary sheet dealing only with exceptions to standards.
The most difficult part proved to be the design of the database. It had to be designed from scratch and had to interface with existing HR systems. A software program was written to do the calculations using data already in place, and another program was written to do the calculations. The new process reduced the paperwork from 20 to 7 pages per employee. Supervisors and managers were given the option of using computerized comment sheets. Another time-saver was the ability to use the system to record and document noteworthy employee performance incidents, both positive and negative in nature, as they occurred throughout the year. This documentation feature eliminated the need for a separate note-keeping system that many managers had been using.
To implement the new performance appraisal system, training for supervisors and managers was crucial.
When the training program was developed for the new system, all 97 supervisors and managers were required to attend. During the training, attendees were given a sample package with appraisal forms, a checkoff time line, a resource text, and directions for using the on-line performance appraisal forms.
To determine if the original goals had been met, the committee developed an evaluation form. After the new appraisal system had been in use, an evaluation revealed that 90% of the supervisors and managers felt that the process had indeed been streamlined. The new process was viewed as easier to understand, a significant reduction in paper had occurred, arithmetic errors were prevented, and the appraisal information was clearer and more concise.
The next year the committee reconvened to examine the first year of operation and identify areas for improvement. Since then minor revisions have been made in the performance appraisal system, updates on computer hardware and software were undertaken, and data screens have been simplified for management users. Also, efforts have begun to fully automate the performance appraisal system. In summary, the revision of Victoria performance appraisal system met its objectives.
Questions
1. Which purposes of performance management did the appraisals described in this case fulfill? Which purposes did they not fulfill?
2. What are performance appraisal methods used at Victoria Hospital before and after change? Explain why their new performance appraisal system is more likely to result in more accurate performance appraisals.
3. Evaluate Victoria Hospital’s old and new performance appraisals on the basis of five criteria for effective performance management.
4. Describe some of the advantages and disadvantages of combining job descriptions, performance appraisals, and competency profiles for development as Victoria did.
5. What are possible types of performance measurement rating errors associated with the old and new performance appraisal methods used at Victoria Hospital?

Results (Chinese Traditional) 1:

案例的單位 06: 修訂考績制度在維多利亞醫院維多利亞，徹底現代醫院在傑克遜維爾，佛羅里達州，最近，一個徹頭徹尾的現代問題。其績效審查系統正在迅速地成為不可逾越的一堆檔;和 1,325 的員工，人力資源從業人員認識到，需要更改。績效審查表單範圍可以從一張簡單的紙到非常冗長和複雜的資料包。維多利亞考績制度多年演變成每個雇員約 20 頁的表單。雖然一些長度是由於擔心會議眾多國家和衛生保健行業的要求，系統的其他方面已被行政原因。現有的績效評價體系基於組合的職務說明和績效審查。此外，衛生保健認可要求必須使用注重員工的發展和教育的能力管理程式。因此，維多利亞已經結合能力概況的職務說明和性能評價形式。合作完成對員工的考核，主管和經理員工績效分正式的加權標準，然後總結資訊由薪酬和福利類。這些摘要回顧了上層管理的一致性，正如一個期望。整體性能評估過程是紙面密集型、 緩慢的和令人沮喪因為它要求共 36 個不同的步驟。督導委員會成立監督更改為更好的績效審查體系的過程。委員會設立了新的系統，以更好地適應的那些使用它需要至關重要。此外，委員會想要系統，以使用更多的技術和較少的紙。基於這些一般的目標，進行了頭腦風暴，用以發現瓶頸，識別什麼的理想自動交配過程會看起來像。在這一點上，委員會瞭解到當前系統和關鍵使用者想要的東西。文獻研究考績制度、 測量其他醫院看套裝軟體後，委員會決定它將不得不設計其自己的系統。所選擇的選項包括數值標準分數從職位描述的各個頁面移至為得分由一個表單上的六名雇員提供匯總表。然後由電腦計算總分。此外，書面的意見被轉移到匯總表處理僅與標準的例外情況。最困難的部分被證明是資料庫的設計。它不得不從頭開始設計，不得不與現有的人力資源系統的介面。軟體編寫了一個程式來做計算使用資料已經到位，和另一個程式寫來做計算。新工藝減少文書工作 20 日至 7 頁，每個員工。主管和管理人員進行使用電腦化的評語紙的選項。另一種節省時間是使用記錄和文檔值得注意員工的性能事件，積極和消極的性質，因為他們在這一年發生系統的能力。此文檔功能消除了很多經理人就已經使用單獨的筆記系統需要。若要實現新的考績制度，主管和管理人員的培訓是至關重要的。當訓練程式，建立新的系統時，所有 97 主管和經理都必須參加。培訓期間，出席者有一套與考核形式、 實作課程時間表、 資源文本和方向使用線上性能評價形式的樣本。若要確定是否遇到的最初目標，委員會制定了一種評價形式。新的考績制度已經在使用後，評價顯示，90%的監事、 管理人員感覺過程確實已被精簡。新的過程被看成是容易理解，發生了顯著減少紙張，算術錯誤被禁止，並評價資訊更為簡潔和清晰。明年委員會再次召開會議，檢查操作的第一年，確定需要改進的領域。從那時起次要修訂已在考績制度，在電腦硬體上的更新和軟體進行，並為管理使用者簡化了資料螢幕。此外，努力已開始完全自動化的績效評價體系。總之，維多利亞的考績制度修訂達到上述的目標。問題1.哪些用途績效管理是否評估在這種情況下描述完成嗎?他們沒有履行哪些用途呢?2.在維多利亞醫院使用更改前後的績效審查方法有哪些?解釋為什麼他們新的績效審查體系是更有可能導致更準確的績效評估中。3.評估維多利亞醫院舊的和新的績效審查進行有效的績效管理的五項標準的基礎上。4.描述的一些優點和缺點的結合職務說明、 考績和能力發展的概況，維多利亞一樣。5.有哪些可能的與舊的和新的性能評價方法在維多利亞醫院相關的性能測量評級錯誤類型?

Results (Chinese Traditional) 2:

案例單位06：修改考績制度在維多利亞醫院
近期維多利亞醫院，一個徹底的現代化醫院在佛羅里達州傑克遜維爾，有一個徹底的現代問題。其績效考核體系正在迅速成為一個難以逾越的一堆文件; 並與1,325名員工，人力資源的工作人員認識到，需要進行修改。
績效考核表格可以從紙張到非常漫長和複雜 ​​的數據包一個簡單的表。維多利亞的績效考核制度已經發展了很多年到表單中，每個員工大約20頁。雖然有些長度是由於如何滿足眾多國家和醫療保健行業需求的擔憂，已經制定了管理上的原因，系統的其他方面，
現有的績效考核體系是基於職務說明和績效考核相結合。此外，使用能力管理計劃專注於員工的發展和教育的必要保健認證要求。這樣一來，維多利亞曾結合工作描述和績效考核表格的能力檔案。要完成對員工的考核，監事，經理取得了正式的權重標準員工績效，然後總結薪酬和福利類的信息。這些摘要是由上層管理審查的一致性，正如人們所期望的那樣。整體績效考核過程紙張密集型，緩慢，令人沮喪，因為它一共有36個不同的步驟需要。
成立了一個指導委員會來監督轉變為一個更好的績效考核體系的過程。該委員會成立，這是至關重要的新系統，以更好地滿足那些使用它的需求。此外，該委員會希望系統使用更多的技術和較少的紙張。基於上述總體目標，集思廣益進行查找的瓶頸，並確定了理想的自動配對過程將是什麼樣子。在這一點上，委員會理解當前的系統，哪些關鍵用戶想要的。回顧文獻績效考核制度，調查其他醫院，看著軟件包後，委員會決定它必須設計自己的系統，
所選擇的選項包括從職位描述為一個單獨的頁面移動數字標準分數所提供的得分多達六個員工的一種形式匯總表。然後總得分的計算採用計算機。此外，書面意見被轉移到一個匯總表只處理例外的標準。
最困難的部分被證明是數據庫的設計。它必須從頭設計，並與現有的人力資源系統進行接口。軟件項目是做的地方使用的數據已經計算，而另一個節目是做計算。新工藝，從每名員工20日至7頁減少文書工作。主管和經理被賦予使用電腦意見表的選項。另一種節省時間的是使用該系統來記錄和記錄值得注意的員工績效的事件，無論是正面和負面的性質的能力，因為他們在整個一年發生。本文檔功能消除了對許多經理已經使用了一個單獨的說明保存系統，
要實現新的績效考核制度，培訓主管和經理是至關重要的。
當訓練方案，為新系統開發，所有97監事並要求管理人員參加。在培訓期間，與會者分別獲得了樣品包評估表中，繳款的時間線，資源文本和方向，使用在線績效考核的形式。
要確定原來的目標已得到滿足，該委員會制定的評估形成。在新的評價體系已經在使用中，評估顯示，90％的主管和經理人認為，過程確實得到精簡。新工藝被認為是更容易理解，一個顯著減少用紙發生，算術錯誤被阻止，與評價信息是更清晰，更簡潔。
明年再次召開會議，研究運作的第一年，並找出可以委員會改進。從那時起次要修訂已在績效考核體系，對電腦硬件和軟件更新進行了和數據的屏幕已經簡化了管理的用戶。此外，已經開始採取努力完全自動化的績效考核體系。總之，維多利亞的績效考核制度的修改達到了目標。
問題
1。它的目的績效管理做了評估在這種情況下，履行說明？它的目的豈不滿足
？2。什麼是變更前後用在維多利亞醫院的績效考核方法？解釋為什麼他們的新的績效考核體系更可能產生更準確的績效評估
。3。評估的五項標準進行有效的績效管理的基礎上，維多利亞醫院的舊的和新的績效考核
。4。描述一些優勢，結合崗位描述，績效考核和勝任能力的發展，維多利亞那樣的缺點
。5。什麼是可能的類型績效考核評分誤差與維多利亞醫院使用的舊的和新的績效考核辦法有關？