Weekender

GETTING THE JOB DONE

Written By : SUNILA KARAN. Some people say performance is getting the job done. Producing the results that we aim for, and nothing else matters. If we don’t reach the
27 May 2011 12:00

image Written By : SUNILA KARAN. Some people say performance is getting the job done.
Producing the results that we aim for, and nothing else matters. If we don’t reach the results, we haven’t done the job well.
When we hire employees, there are certain factors outlined by the employer.
These include the basic employee performance expectations, and the tasks and projects that employee will be responsible for.
During the time of employment, the employees will undergo evaluation, where review will be conducted and performance will be evaluated to see whether the employee is working towards the company’s goals or not.
Along with the hiring, a list of responsibilities and expectations comes along too, like, customer satisfaction, market research, for example.
Employee performance is most important for the organisation.
It keeps the employee on track in terms of his or her job responsibilities.
Performance reviews ensure that the employees are focused on their jobs and are working towards the company’s goals.
What internal factors might influence employee performance?
The three factors that influence employee performance and those that are most common in many organisations are, (1) skills deficit, which arises when skills do not match the job description and responsibilities.
From the employee’s perspectives, it means, “I don’t really know how to perform this task or job”, (2) motivational deficit, which means, employees do not have the interest to perform the task or job, and from their perspective, it means, “I don’t really want to perform this job.”
And (3) resources deficit, which means there are very little or no resources or tools to perform the task or job, and from the employee’s perspective, it means “Can I really perform this task or job, or am I getting burnt-out trying so hard to perform this job?”
For example, the healthcare industry is unique in which both performance and success are not only measured by financial returns, but also by customer satisfaction.
The most successful healthcare organisations act upon the needs of all its customers to improve the delivery of care and achieve memorable experiences for its customers.
In healthcare, it’s vital that a job gets done properly, therefore, the performance of the workers is most important.
In an article written by Fletcher (2001), job dissatisfaction was one of the factors that impacted employee performance in a hospital.
He said many doctors and nurses felt “devalued in their job.” Extrinsic work values such as job security, salary, fringe benefits, and work schedules are all considered important for job satisfaction and restrictions in scheduling and limited availability of time off promotes frustration and dissatisfaction.
It can be said that productivity is the result of good performance, or non-productivity is the result of under-performance.
D.K.McNeese-Smith (2001), in a research found out that productivity was based on two categories: quantity, and quality of work.
A third category was “personal factors that influenced the quantity and quality of work” (McNeese-Smith 2001).
Internal factors like, lack of rewards and recognition for work accomplished will lead to poor self-image, lack of job satisfaction and finally poor performance.
Work overload because of lack of autonomy, lack of flexibility, and too many deadlines will also affect employee performance.
At the same time, types of overload, will also influence performance, for example, quantitative overload, where there is not enough time, and qualitative overload, which is a job beyond one’s capability.
Job ambiguity and role conflict, where work objectives are not clear can also influence employee performance.
A lack of clear understanding of responsibilities, for example, working procedures that are not laid out clearly, conflicting expectations or unknowns as to your work performance and lack of feedbacks from supervisors will lead to employee frustrations and affect employee performance.
Ineffective communication process in an organisation will also affect employee performance.
Isolation, information reaching the employees too late, or sabotage of communication will all affect employee performance. In many organisations, ground floor workers are left out or neglected from the communication channels.
Discrimination because of favoritism, age, gender, and race can also influence employee performance.
If employees feel that they are not valued due to their gender, age, or race they will become frustrated and their performance will drop.
Research has shown that workers who believe that they have a great deal of responsibility but very little control or decision-making power in their jobs are at risk of getting frustrated or losing motivation.
Competence is also a factor that relates to performance.
Are employees challenged enough in their jobs? Do they feel secure? Job security is a major factor in employee performance. At the same time, if an employee does not find his or her job meaningful and does not understand the significance of it, this also will affect employee performance.
Clarity in one’s job is again a factor that influences performance.
Feeling uncertain and unclear about what your duties are, how they may be changing, or what your company’s goals are, also determine the employee’s performance level.
For example, hundreds of sick and injured come to our hospitals daily for treatment and care, putting their trust in medical staff to do whatever is necessary to assist them.
There is potential for a hospital error at many stages of the patient’s hospital visit.
Everyone- from the first contact to checking-in a patient – to the doctor, to the X-ray technician, to the surgeon, to the lab, to the pharmacist – must be diligent about their work in order to ensure that patients have an error-free visit.
Public errors occur more frequently than known, and when they do occur, hospital errors can have devastating consequences.
Unfortunately, hospitals are often too busy, short-staffed, and resources are often scarce.
This creates an environment conducive to hospital errors.
These hospital errors can force victims and their families into situations where they will be forced to deal with, increased medical expenses, poor treatment results, permanent damage, infections, scarring or disfigurement, and even death.
Any hospital error can have a huge impact on the victim’s life – physical, mental, and economic, and these errors should be dealt with seriously.


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