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Pack 2 (Lessons 3 and 4)

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Course: Managing Human Resources in healthcare (Module 1)
Americo Cicchetti
Slide Deck # 2
LESSON 3. MEDICAL MANAGEMENT AND CLINICAL
LEADERSHIP
LESSON 4. ASSESSING JOBS, PERSONS AND
PERFORMANCE
Course: Managing Human Resources in healthcare (Module 1)
Americo Cicchetti
LESSON 3. MEDICAL MANAGEMENT AND CLINICAL
LEADERSHIP
Capabilities and categories of health managers
POSITION IN THE
ORGANISATIONAL HIERARCHY
GRADE OF AUTORSHIP AND
LIVEL OF RESPONSABILITY
TOP MANAGER
HIGH
CONCEPTUAL
CAPABILITIES
TECHNICAL
CAPABILITIES
HUMAN
CAPABILITIES
HIGH
INTERMEDIATE MANAGER
MEDIUM
TECHNICAL
CAPABILITIES
CONCEPTUAL
CAPABILITIES
HUMAN
CAPABILITIES
LINE MANAGER
LOW
TECHNICAL
CAPABILITIES
(by Rakich, Longest e Darr, mod.)
CONCEPTUAL
CAPABILITIES
HUMAN
CAPABILITIES
MEDIUM
LOW
SIMPLE REALITY
COMPLEX ORGANISATION
INDIVIDUALS
AGGREGATION OF
PROFESSIONALITIES
OBJECTIVES
DOES NOT
GUARANTEE
RESULTS
GOOD FUNCTIONING
IT IS DIFFICULT TO DISTINGUISH
BETWEEN
DIRECTIONAL
Roles and functions
PROFESSIONAL
Roles and functions
Doctor
•
•
•
•
•
•
•
•
Action oriented
Social Interaction 1:1
Reactive approach
Immediate gratification needed
Autonomy = value
Independent
Patient oriented
Professional identification
Manager
•
•
•
•
•
•
•
•
Planner
Social interaction 1:N
Pro-active approach
Delayed gratification accepted
Collaboration =Value
Participative
Organization oriented
Organizational identification
READINGS
 Doctors and managers: a problem without a
solution? (BMJ n. 326, 2003)
 What doctors and managers can learn from each
other? A lot (BMJ n. 326, 2003)
CASE STUDY
 Hospital Clínic de Barcelona (HBS)
Course: Managing Human Resources in healthcare (Module 1)
Americo Cicchetti
LESSON 4. ASSESSING JOBS, PERSONS AND
PERFORMANCE
Personnel evaluation: 3P Model
People
Position (Job)
Performance
Personnel evaluation
 Goal
 Quantify the value associated to the characteristics of
the person, and his behavior, the role, the results
obtained
 The significance of the evaluation, contingent,
depending on the organization's objectives





Legitimisation and certification of roles
Control over behavior
Sharing of values and culture
Feedback (and feedforward)
Growth of Knowledge
Job evaluation
People
Position (Job
evaluation)
Performance
Job evaluation
 Method to compare the relative values of the
different tasks of an organization in order to lay
the basis for a rational structure of wages
 Objectives of job evaluation
 Draw up an objective method, scientific and shared
evaluation "Paying the place" regardless of the person
 Legitimize wage gaps
 Subtract the compensation structure to the
determination of the external labor market
 Reduce transaction costs
Phases of the Job evaluation
Job analysis
Job
description
Job (person)
specification
Job
evaluation
Job analysis
Job
description
Job (person)
specification
Job
evaluation
 Job analysis
 thorough examination of workstations
 Subject of the positions is the content of the job, in terms of what is
being done, how it is done, because it is done and what is required to
do so
 Methods: We collected documents (workflow, procedures, reports,
etc.), Observation, questionnaires, interviews, diaries and selfdescription of the activities, checklist ...
 Job description
 Exposure written and analytical tasks, methods, equipment, wiring on
each positionThe raw data collected during the survey are to be
interpreted, completed and arranged in systematic and standardized
form by filling in a form of analysis of the position
Job analysis
Job
description
Job (person)
specification
Job
evaluation
 Job specification
 Exposure of written FACTORS related to each position
 They can be: autonomy, problem solving, deadlines,
management repercussions, difficulty, external
relations, functional, economic, professional
requirements resources, effort and responsibility
 job evaluation
 operational process that helps to determine and
allocate through appropriate procedures and
methodological tools, the relative value of each
position in relation to all the others in the company
Job evaluation methods
Job
evaluation
methods
Non
analytical
methods
Job
classification
Job ranking
Methods designed on the basis
of the job as a whole
Analytical
methods
Factor
comparison
Point
methods
Methods designed on the basis
of the requirements and the
elements of the job
Point method
Hay Method
 Point method
 Introduced for the evaluation of managerial positions
 In connection with compensation surveys
 The factors of the task evaluated
 Know-how = sum of the capabilities needed to cover a role: 1) technical
knowledge, 2) managerial competence 3) necessary capacity in
interpersonal relationships
 Problem solving = intensity of the constraints and limits imposed by the
environment and the organization activity of thought necessary for the
identification and resolution of problems
 Accountability = level of the position, responsibilities (both economic
and decision-making)
Paying levels
Pay level
Lu = Upper pay level
Ll = Lower pay level
B = broadness
T= Time
 = key jobs
 = other jobs
 = anomaly
 



 

 

 

B
Lu
Ll
0
50





 
100 150 200



250
300
T


350
Points
Performance evaluation
People
Position (Job
evaluation)
Performance
Performance assessment
 Rating oriented to the past that analyzes the
contribution from the individual to the organization's
objectives
 Support tool to the compensation policy
 Encourage and develop productivity
 Flexibility instrument for the management of the internal
labor market
 Involvement of the leaders in the management of pay
 Support for management tools (MBO, BSC)
 …but not only
 Careers and Training
Challenges




Difficult to identify goal performance indicators
Possible disincentive effect on the "worst”
Flattening on objective performance
Subjective evaluations
Evaluation 360°
People evaluation
People
Position (Job
evaluation)
Performance
People evaluation
 Subjective evaluation system
 Object of the evaluation is the ”person”
 The methods used are sometimes "subjective”
 Historically the skill evaluation
 Precedes (craft unions)... And following (professional) the
job evaluation
 Not only pay for what you do, but also for what you
can do
 contextual analysis
o of socio-technical systems
o individual characteristics (qualification)
Competence evaluation
 The most used method for people evaluation
 The reasons of its spread




Deverticalisation of organizatinal structures
Processes based organizations
Increase the professional component of roles
horizontal and cross-functional career management
 The objectives
 Improving the organization's results
 Interpret the organizational culture
PERFORMANCE MANAGEMENT
Definition
 Performance management (PM) includes activities
which ensure that goals are consistently being met
in an effective and efficient manner.
 Performance management can focus on the
performance of an organization, a department,
employee, or even the processes to build a
product or service, as well as many other areas.
Merit Matrix
Scarica
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