Case Study: Performance Management at Intermountain Healthcare

Kuan-Chung (Bill) Wu HPM540 Professor Kamke HPM540 teddy Study 3 consummation guidance at Intermountain Healthc ar 1. What is your assessment of the Performance Management government create at Intermountain Healthc ar? The Performance Management (PM) form developed by Intermountain has become a model for many healthc atomic number 18 boldnesss. Intermountains PM musical arrangement includes the following elements 1) Identifying half dozen most primary(prenominal) surgical bring criteria, 2) underdeveloped designs for contrary gatherings within the governing, and 3) implementing the goals by creating an inducement compensation scheme.This PM trunk anatomy has proven to be in effect(p) in many perspective, ranging from individualistic staff to garbage disposal and to the organization as a whole. first-year and most importantly, this PM dodge aligns Intermoutains mission and values/commitments to its employees and their performances. Their employees and admin istration do not just talk almost their values, they live those values committing to best rule with quality and accountability.Secondly, this PM system is effective in regards of beneficial and single-valued functionful as development tool and administrative tool. The system not only on the wholeows administration to accountably designed, utilize, reached, and evaluated the goals for varied groups in the organization, but also allows employees to set-aside(p) and contribute organizational goals by ontogeny their career and earning fillips. As a result, diametrical groups in the organization were able to repose focuse on accomplishing all the goals as a whole team.Lastly, most employees in Intermountain had positive and fair views for the PM system. For example, employees in Intermountain expressed embarrassment, rather than complaints of not acquiring bonuss, when they did not reach a certain(prenominal) objective, even it was missed by little than 1%. Lastly, this P M system allowed administration and circumspection team at Intermountain to efficaciously and accurately mea veritable employee performance, such as using balanced scorecard and info shown in Exhibit 8 and 12, as come up as the follow of providing services.The PM system created by Intermountain has served to be a model for healthcare organizations to face hereafter challenges due to the Affordable Care procedure as good as some other changes in the nature of running a healthcare craft. Lastly, they were able to realize the goal of recruiting and retaining the best employees. 2. In what courses could it promote or detract from the organizations strategical objectives? in that location were many slipway this method could advance the organizations strategic objectives.First, the important performance dimensions were identified these constituted the outsized picture of the organization strategy and allowed the large-mouthed picture to feast all the way down to ever y individual staff. Everyone in the organization could all lie with near organizations objectives and commit to achieving them. Moreover, as set forth in a the percentage of Clinical Goals, this system allowed the goals of five dimensions of performances to flow in a topdown fashion, the goals for the Clinical Goals were developed in a bottom-up fashion.This enabled the organization to flummox a unbroken broadcast of performance caution loop like to Figure 10-1 in the textbook, which shows a linkage from organizational strategies to feedbacks collected from organizational results. The ways that this system would detract from organizations strategic objective is the finance for implementing these strategies, as mentioned in last section of the article. The clinical performance improvement initiative had resulted in revenue losses.If Intermountain did not have luxuriant cash on hand, this performance management system would not work so efficiently. The other way that could detract the strategic objective is that data could be manipulated to deal the performances 1Page Kuan-Chung (Bill) Wu HPM540 Professor Kamke looked well on the graph/table/figures. This is because the incentives is generated by good data, and it is very easy for these data to be manipulated. 3. How are physician incentives at Intermountain unique? Why did they take a ifferent approach to physician performance as compared to other employees? Physician incentives at Intermountain are unique because physicians are divided into both groups (employed and non-employed aligned) and incentive plans designed for each group have different programs. For employed physicians, cardinal approaches were implemented for incentives 1) Peer pressure, in which adequate to(p) discussion where held to examine physicians performance, 2) Public Recognition, in which best practice was recognized at the corporate level, and 3) monetary incentives for meeting clinical standards.For non-employed, aligned physicians, who accounts for 2/3 all physicians using Intermountain, the organization has adopted the strategy to engage these physicians through and through peer-to-peer competition and a reliance on academic writings and internal data in a given clinical area. Here we fanny see that there are a lot of physician communication and engagement for supporting physicians to receive incentives, which are different approaches than other employees such as managers and staffs who earns incentives through achieving individual and corporate level goals.In my opinion, physicians have their incentives different than just monetary incentives is because health care is a service business and physicians are the centers for providing different kinds of services to patients. In many cases, physicians are the decision makers who whitethorn influence the outcome of these services. Therefore, it is essential for physicians to know what each other is doing with transparent and evidence- base communica tions so the effective services provoke be withdrawed and implemented by different physicians.Moreover, the increased communication would promote the aspect of coordinated care which would attend both the physician and organizations to reduce the cost of their services. The other reason that different approaches were implemented for physicians might be because they have already been earning high levels of compensation and need something different than monetary incentives, in contrast with those who are in healthcare administration. 4. How might this system also improve the performance assessment process? Performance appraisals are used to assess an employees performance and impart a platform for feedback about past, current, and prox performance expectations. In Intermountains performance management system, there is a continuous goal development and implementation, as well as feedbacks to the senior management. The senior management team then provides recommendations for the group that develops the organizations goal to make sure what the organization expects for everyone. In other words, the expectations, whether they are past, current, or future, are transparent to all employees.Another aspect that I believe this system helps to improve the performance appraisal process in its uses. The textbook states that organizations generally use performance appraisal process in two conflicting ways administrative and developmental. However, Intermountains performance management system seemed to reinfluence this conflicting issue by its incentive compensation scheme. As described by Dan Zuhlke, the Vice President of Intermountain HR, the dominance bonus or incentive is based on the fulfillment of the combination of individual level goals and corporate level goals.This helps to solve the conflict of uses because both administrative and developmental actions can be accomplished at the same time under this system. Lastly, under the physician incentive system, ope n discussions and peer-to-peer competition allowed physicians to gain positive feedback or improvement ideas from others. The physician incentive system essentially served as a virtual platform for care givers to learn what the expectations are. 2Page