Critical care for review process

Article Abstract:

St. Luke's Hospital has successfully installed an automated employee appraisal system that removes insurmountable mounds of paper work. The decision to streamline the evaluation structure came in 1994 when administration realized that the size of the appraisal and supporting documents had increased at an exponential rate, averaging 20 pages per employee. The steering committee assessed the existing system, formed a focus group and designed, trained and evaluated the new appraisal process. The focus group was responsible for evaluating the system as it was being designed and provided precious feedback to the steering committee. The resulting system is one that is integrated to a database, thereby allowing information to be stored together with the appraisals. After training, users found the system easier to understand, clearer, and more concise than the original appraisal system.

Management, Technology application, Employee performance appraisals, Performance appraisals, St. Luke's Hospital

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A hospital takes action on employee survey

Article Abstract:

Doctors Hospital of Manteca, CA (DHM), opted to conduct an employee opinion survey to help gauge the level of employee satisfaction with the hospital's operating procedures. The survey was prepared with the help of Avatar International Inc., an Atlanta, GA-based consultancy that specializes in the health care industry. DHM's survey included a questionnaire with 115 general health care-related statements which employees rated based on whether they agreed or disagreed with them. It also included 10 facility-defined questions and two open-ended questions requiring comments from employees. The survey enjoyed a high response rate of over 50% and revealed six areas of concern that employees felt strongly about: communication, career development, staffing requirement identification, perfoormance evaluations, compensation and benefits and cafeteria quality.

Beliefs, opinions and attitudes, Workers, Employee attitudes, Manteca, California

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Bankrupt hospital lands on its feet

Article Abstract:

The skills development program at AtlantiCare Medical Center contributed to the successful turnaround of the formerly financially troubled health care provider. The human resources project began with the comprehensive audit of the organization which led to the creation of two improvement teams. The Management Development team was responsible for assisting senior management institute a culture that encourages development, while the Integrity team was assigned to forge the new culture. The main objective of the initiative was to position the employees for work either in the new organization of AtlantiCare or for work outside it. The employees welcomed the opportunity to develop themselves that this program provided. As a result, employees were able to cope with changes the company has been introducing.

Business Personnel Management, Case studies, Medical centers, Employee development, AtlantiCare Medical Center

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