Case Study: Performance Management at Intermountain Healthcare

Kuan-Chung (Bill) Wu HPM540 Professor Kamke HPM540 Case sketch 3 surgical operation wariness at Intermountain Healthcare 1. What is your assessment of the Performance Management constitution of rules of rules developed at Intermountain Healthcare? The Performance Management (PM) transcription developed by Intermountain has become a model for many an(prenominal) a(prenominal) health care organizations. Intermountains PM system includes the following elements 1) Identifying six just sound-nigh important instruction execution criteria, 2) Developing goals for antithetical hosts within the organization, and 3) implementing the goals by creating an inducement compensation scheme.This PM system design has proven to be utile in many perspective, ranging from individual staff to administration and to the organization as a unhurt. First and most importantly, this PM system aligns Intermoutains missionary work and values/ assignments to its employees and their doings. Their employees and administration do not just talk about their values, they live those values committing to best set with quality and accountability.Secondly, this PM system is effective in regards of beneficial and useful as culture brute and administrative tool. The system not only allows administration to accountably designed, implemented, reached, and evaluated the goals for different groups in the organization, but also allows employees to engaged and contribute organizational goals by ontogenesis their career and earning incentives. As a result, different groups in the organization were up to(p) to remain focused on accomplishing all the goals as a whole aggroup.Lastly, most employees in Intermountain had positive and fair views for the PM system. For example, employees in Intermountain explicit embarrassment, rather than complaints of not getting incentives, when they did not reach a accepted objective, even it was missed by less than 1%. Lastly, this PM system allowed ad ministration and management team at Intermountain to effectively and accurately stride employee achievement, such as using balanced scorecard and data shown in Exhibit 8 and 12, as well as the cost of providing run.The PM system created by Intermountain has served to be a model for health care organizations to attend future challenges due to the Affordable Care Act as well as other changes in the nature of running a healthcare business. Lastly, they were able to realize the goal of recruiting and retaining the best employees. 2. In what miens could it recruit or trim from the organizations strategic objectives? There were many ways this method could enhance the organizations strategic objectives.First, the important performance dimensions were place these constituted the big tantrum of the organization outline and allowed the big picture to flow all the way down to every individual staff. Everyone in the organization could all go to sleep about organizations objectives and commit to achieving them. Moreover, as described in a the section 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 have a continuous clan of performance management loop similar 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 enough 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 make 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 doc incentives at Intermountain whimsical? 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 two groups (employed and non-employed adjust) and incentive plans designed for each group have different programs. For employed physicians, three approaches were implemented for incentives 1) Peer pres current, in which open discussion where held to examine physicians performance, 2) Public Recognition, in which best practice was recognized at the corporate take, 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 p hysicians through peer-to-peer disceptation and a reliance on academician literature and internal data in a given clinical area. Here we can see that there are a stripe 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 may influence the outcome of these services. Therefore, it is essential for physicians to know what each other is doing with vapourous and evidence-based communications so the effective services can be evolveed and implemented by different physicians.Moreover, the change magnitude communication would e nhance the aspect of coordinated care which would help 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 have something different than monetary incentives, in contrast with those who are in healthcare administration. 4. How might this system also improve the performance appraisal care for? Performance appraisals are used to assess an employees performance and can a platform for feedback about past, current, and future 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 re drub this conflicting national by its incentive compensation scheme. As described by Dan Zuhlke, the infirmity President of Intermountain HR, the potential 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 elegant simultaneously under this system. Lastly, under the physician incentive system, open discussions and peer-to-peer competition allowed physicians to gain constructive feedback or improvement ideas from others. The physician incentiv e system essentially served as a virtual platform for care givers to learn what the expectations are. 2Page