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Gorman, Louise (2017) An Examination of The Performance Management Training Status of Managers Responsible for the Implementation of Performance Management Initiatives in a Hospital Setting. Masters thesis, Dublin, National College of Ireland.
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Abstract
The aim of this research is a training evaluation exercise, to learn if the managers in this healthcare facility feel that the training and support they receive is sufficient to conduct the Performance Management (PM) initiatives which are a requirement of the Haddington Road Agreement. Purcell & Hutchinson (2007) demonstrate that there is a direct correlation between how managers implement the initiative and how successful the outcome may be. The Healthcare facility where I conducted my research is a Voluntary Hospital which is funded and governed by Health Service Executive (HSE) terms and conditions.
Performance management has been identified as an imperative tool in improving performance which focuses on a company’s most important asset, its people. Purcell & Hutchinson (2007) highlights that there is a direct correlation between how managers implement the initiative and how successful the outcome may be. This research aims to look at manager’s training to possibly identify themes as to why PM initiatives fall short of expectations by examining the formal and informal training for managers in a healthcare setting. This research aims to get a better understanding regarding line manager’s perceptions and experiences of PM training and its effectiveness.
To achieve the objectives, questions were devised from the literature review, to evaluate the training of managers who carry out performance management initiatives. A qualitative research approach was applied in order to achieve the objectives of this study. The approach was chosen in order to obtain a comprehensive understanding of the research participants PM training status, by discovering their motivational situations and to gain indepth information. A qualitative strategy was felt to be appropriate as such methods are conductive to probing more personal questions in relation to attitudes and perceptions Creswell et al., (2008).
All managers within this healthcare setting who are responsible for the implementation of the PM initiatives will be interviewed, to examine the link between an employee’s interaction with a PM process and the overarching ability through training for managers to impact on performance and motivation of employees as discussed by Truss et al., (2013).This research identifies how a lack of PM training can increase the ineffectiveness of performance management and can hinder organisational performance.
| Item Type: | Thesis (Masters) |
|---|---|
| Subjects: | R Medicine > Healthcare Industry H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Performance Management H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Training and Development |
| Divisions: | School of Business > Master of Arts in Human Resource Management |
| Depositing User: | Caoimhe Ní Mhaicín |
| Date Deposited: | 14 Nov 2017 11:11 |
| Last Modified: | 14 Nov 2017 11:11 |
| URI: | https://norma.ncirl.ie/id/eprint/2814 |
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