Performance Management Online Tutoring on Nursing

Introduction

Change management is a systematic methodology to allow people, teams, and organizations to achieve a vision and plan, from the current state to the expected future. It is a mechanism that encourages workers in their workplace to recognize and embrace changes. In the health care industry change requires an optimal mix of many methodologies. To achieve performance management plan which focuses on obtaining successful outcomes that are dependent on the learning and development within the organisation. It encourages dialogue among people and between departments in the workplace to recognize and relate to the working environment individuals, teams and organizations. Learning and Development Plans provide a systematic framework that identifies workers and organizations ‘professional development needs and priorities as a whole, where it is impactful on increasing the quality of health care service this paper will seek towards how change management optimal mix can help develop learning and development plans across the board for the organization which can obtain performance management.

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Organizational Change Management

The UK healthcare system has for many years been actively changing its systems. The formation and establishment of organizations have always involved all employees of the NHS on various occasions sometime in their careers. Unfortunately, many people are eroded, disenchanted and demotivated by the cycle of transition. As a result, the praiseworthy goals of the reform plan are all too frequently lost in the noise of the procedure (Freeth, 2003; Bamford & Daniel, 2005). The mechanisms of organizational change are socially dependent on the understanding of employees of their relationship with others that they respond to and show commitment to change (Bouckenooghe et al., 2014; Bouckenooghe 2012; Vakola, Armenakis, & Oreg, 2011). Lewin’s (1947) ‘Three-Step Model’ is a structured approach to organizational change that defines the three learning phases of freezing — sticking to what one knows, unfreezing — exploring concepts, problems and solutions, and refreezing — recognizing, utilizing and combining beliefs, behaviors, and skills with those previously retained and currently desired. This strategy acknowledges that the old one needs to be replaced before any new pattern can be effectively implemented. Only then does it completely embrace the new behavior. Cummings and Huse (1989) developed an eight-phase model, and Bullock and Batten (1985) developed a four-phase program transition model based on a study of more than 30 transition models. The work indicates that various models mentioned in the literature help characterize the process of transition, the most useful being the contingency models. However, a variety of different models will need to be implemented in complex change programs to accurately explain the complexity of the method, with the creation of a universal model proving vague. There is substantial debate in the literature on change management about the most appropriate approach to transforming organizations. This disparity contributes to several managers asking questions about the literature’s validity and importance, and uncertainty when deciding which methodology to use. The reservations are justified by the relevant literature on management, which includes several accounts of evolving projects that go wrong regularly (Burnes, 2004). Change approach from the management should be clear and with a vision, employee resistance which is the biggest factor to fail any change in the organisation is overturned by learning and development plan.

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Learning and Development Plan Leading to Performance management

Employees and administrators need to be in a role and empowered to successfully use the performance management system. Learning and Development help to meet all of those aims. There are a variety of teaching methods that can be used to handle results. Training preparation, work supports or Web-based training, each of which has benefits and drawbacks, can be used.  The learning and development model to be used depends on how professional the company is to assess the performance management process and money they are willing to spend on it. Nickolas (2006) argues that its impact on people includes the task of managing change and many managers find this difficult. The shift may include such complex topics as a strategic strategy or workers’ growth programmers. Strategic, technical, and cultural improvements, along with shifts in perceptions and habits, are all oriented to profitability and viability. Changes that exist throughout the development of the organization. The strategy is focused on structural change and aims to increase the company’s productivity by changing the norms and values created. The application of evolutionary growth is focused on improvements to the systems and procedures that underlie the organization’s activities (Teczke, Sansyzbayevna Bespayeva, & Olzhabayevna Bugubayeva, 2017). Healthcare professionals are adopting evidence-based policies (EBPs) in various health environments. Such activities are interfering with the system of organisation (MacIntosh-Murray et al., 2006; Curran et al., 2011). In a study by Manchester et al. (2014) Lewin model was applied in two Geriatric education centers which were from 2010 to 2014 to plan towards a framework for a common EBP (evidence-based practice) concluded that learning and development plan for all managers, nurses and other clinical medical staff is essential for the application of change management for performance management.  An employee performance-management system typically involves three features: performance planning, performance evaluation, and vertical alignment (Aguinis & Pierce, 2008; Ainsworth & Smith, 1993; Brown & Benson, 2005; Torrington & Hall, 1995). Performance management includes the development of individual priorities, and success evaluation focuses on meeting targets and evaluating competencies (Fletcher, 2001). Employee performance control programs coordinate HRM activities such as planning and assessment to optimize employee performance (den Hartog, Paauwe, Boselie, & Paauwe, 2004). Employee-performance improvement proponents believe that the pragmatic and coordinated approach is essential for sustainable corporate progress and the growth of employee and team skills (Aguinis & Pierce, 2008; Fletcher, 2001). Any organisation needs to develop development and learning plan with the optimal mix for change management for performance management which should be vertically aligned with each employee. The goals should come from top to down which helps to increase commitment in lower-tier employees or nurses for that matter as managers are highly committed to change and effective performance management as they are involved in strategy and goals are vertically aligned with organisations vision to change and performance management.

References

Bouckenooghe, D., De Clercq, D., & Deprez, J. (2014). Interpersonal justice, relational conflict, and commitment to change: The moderating role of social interaction. Applied Psychology, 63(3), 509-540.

Aguinis, H., & Pierce, C. A. (2008). Enhancing the relevance of organizational behavior by embracing performance management research. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 29(1), 139-145.

Bouckenooghe, D. (2012). The role of organizational politics, contextual resources, and formal communication on change recipients’ commitment to change: A multilevel study. European Journal of Work and Organizational Psychology, 21(4), 575-602.

Vakola, M., Armenakis, A., & Oreg, S. (2013). Reactions to organizational change from an individual differences perspective: A review of empirical research. The psychology of organizational change: Viewing change from the employee’s perspective, 95-122.

Torrington, D., & Hall, L. (1995). Personnel management: Human resource in action.

Bamford, D., & Daniel, S. (2005). A case study of change management effectiveness within the NHS. Journal of Change Management, 5(4), 391-406.

Burnes, B. (2004). Managing change: A strategic approach to organisational dynamics. Pearson Education.

Den Hartog, D. N., Boselie, P., & Paauwe, J. (2004). Performance management: A model and research agenda. Applied psychology, 53(4), 556-569.

Fletcher, C. (2001). Performance appraisal and management: The developing research agenda. Journal of Occupational and organizational Psychology, 74(4), 473-487.

Lewin, K. (1947). Lewin’s Change Management Model: Understanding the Three Stages of Change. Retrieved April, 23, 2011.

Brown, M., & Benson, J. (2005). Managing to overload? Work overload and performance appraisal processes. Group & Organization Management, 30(1), 99-124.

Nickolas, B. (2006). Essentials of change. London: Thousands Oak.

Teczke, M., Sansyzbayevna Bespayeva, R., & Olzhabayevna Bugubayeva, R. (2017). Approaches and models for change management. Jagiellonian Journal of Management, 3(3).

Manchester, J., Gray-Miceli, D. L., Metcalf, J. A., Paolini, C. A., Napier, A. H., Coogle, C. L., & Owens, M. G. (2014). Facilitating Lewin’s change model with collaborative evaluation in promoting evidence based practices of health professionals. Evaluation and program planning, 47, 82-90.

MacIntosh‐Murray, A., Perrier, L., & Davis, D. (2006). Research to practice in The Journal of Continuing Education in the Health Professions: A thematic analysis of volumes 1 through 24. Journal of Continuing Education in the Health Professions, 26(3), 230-243.

Curran, P. J., & Bauer, D. J. (2011). The disaggregation of within-person and between-person effects in longitudinal models of change. Annual review of psychology, 62, 583-619.

Ainsworth, W. M., & Smith, N. (1993). Making it happen: Managing performance at work. Prentice Hall.

 

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