STRATEGIES FOR IMPROVING INDIVIDUAL PERFORMANCE AND JOB SATISFACTION AT MEADOWVALE HEALTH

Teresa Marchant

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Employee Performance and Management Human Resource and Talent Management Employee Performance and Motivation

Abstract

ABSTRACT This paper addresses the individual level of analysis in organisational behaviour. It links elements of motivation and ability, which determine individual performance, to the HR practices of performance management and reward and recognition systems. This linkage is done in the context of a case study within a health care organisation. The paper also describes the change management considerations that are involved, since new practices are best implemented with due attention to the relevant change issues. The new strategies for enhancing individual performance are also linked to the organisation’s strategic objectives, in keeping with the principles of strategic HRM. The two main points are that a focus on training to improve individual ability, and an emphasis on developing intrinsic motivation, should lead to performance improvement in the health care organisation. INTRODUCTION A number of factors impact on individual performance and job satisfaction. These are the personality, values, attitudes, perceptions, ability and motivation of each individual employee. These factors are not interdependent in their effect on employee performance and satisfaction. Proposed strategies involving performance appraisal, reward and recognition systems are suggested and analysed in order to improve performance within Meadowvale Health. The focus is on optimising individual performance and job satisfaction which, when appropriately implemented, will translate into improved organisational performance. The implementation of the strategies is crucial to their success. Consequently, issues involved in the change management process are reviewed and areas of concern addressed.

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2015Strategic human resource management 1989Choosing Strategies for Change 1972The effects of contingent and noncontingent rewards and controls on intrinsic motivation 1987What motivates employees? Workers and supervisors give different answers 1988Transformational and Coercive Strategies for Planned Organizational Change: Beyond the O.D. Model 1996Reaching and changing frontline employees

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