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Staff Performance (staff + performance)

Distribution by Scientific Domains

Medical Sciences	40%
Business, Economics, Finance and Accounting	40%

Selected Abstracts

Managing people and performance: an evidence based framework applied to health service organizations

INTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 2 2004
Susan Michie
People and their performance are key to an organization's effectiveness. This review describes an evidence-based framework of the links between some key organizational influences and staff performance, health and well-being. This preliminary framework integrates management and psychological approaches, with the aim of assisting future explanation, prediction and organizational change. Health care is taken as the focus of this review, as there are concerns internationally about health care effectiveness. The framework considers empirical evidence for links between the following organizational levels: 1Context (organizational culture and inter-group relations; resources, including staffing; physical environment) 2People management (HRM practices and strategies; job design, workload and teamwork; employee involvement and control over work; leadership and support) 3Psychological consequences for employees (health and stress; satisfaction and commitment; knowledge, skills and motivation) 4Employee behaviour (absenteeism and turnover; task and contextual performance; errors and near misses) 5Organizational performance; patient care. This review contributes to an evidence base for policies and practices of people management and performance management. Its usefulness will depend on future empirical research, using appropriate research designs, sufficient study power and measures that are reliable and valid. [source]

Staff Activity in Supported Housing Services

JOURNAL OF APPLIED RESEARCH IN INTELLECTUAL DISABILITIES, Issue 4 2002
David Felce
Background Variation in staff performance between small community housing services indicates the need for research on the factors which predict high-quality care. Methods The associations between service sector, staffing levels, staff characteristics, internal organization or working practices, non-institutional milieu, and staff activity and the nature and extent of staff attention to residents were explored in a study of 10 statutory, 10 voluntary and nine private sector community housing schemes. Results There were few significant differences between sectors after differences in resident abilities were taken into account. Higher staff to resident ratios predicted greater resident receipt of attention and assistance but also a lower proportion of time during which each member of staff was directly concerned with residents. A greater range in resident ability predicted lower resident receipt of attention and assistance. A higher proportion of qualified staff was not shown to be a positive attribute but greater prior experience was associated with staff spending more time directly concerned with residents, less time doing ,other' activity and residents receiving more assistance. Measures of the internal organization and non-institutional milieu of the settings were not strongly related to staff activity. Conclusions The findings are consistent with previous research that there are diminishing marginal returns associated with increasing staff. Size of residence was unimportant. Links between service organization and staff performance require further research but retaining experienced staff appears to be important. As resident receipt of attention and assistance was unrelated to their adaptive behaviour level, there is a need to find ways to ensure that staff support matches the needs of residents better. [source]

Job stress, recognition, job performance and intention to stay at work among Jordanian hospital nurses

JOURNAL OF NURSING MANAGEMENT, Issue 3 2008
RAEDA FAWZI ABUALRUB PhD
Purpose, To investigate: (1) relationships between job stress, recognition of nurses' performance, job performance and intention to stay among hospital nurses; and (2) the buffering effect of recognition of staff performance on the ,stress,intention to stay at work' relationship. Background, Workplace stress tremendously affects today's workforce. Recognition of nurses' performance needs further investigation to determine if it enhances the level of intention to stay at work and if it can buffer the negative effects of stress on nurses' intention to stay at work. Design and methods, The sample of the present study was a convenience one. It consisted of 206 Jordanian staff nurses who completed a structured questionnaire. Results, The findings of the study indicated a direct and a buffering effect of recognition of nurses' performance on job stress and the level of intention to stay at work. Conclusion, The results of the study indicated the importance of recognition for outstanding performance as well as achievements. Implications for nursing management, The results of this study support the need to focus on the implementation of recognition strategies in the workplace to reduce job stress and enhance retention. [source]

Feedback for improving staff training and performance in behavioral treatment programs,

BEHAVIORAL INTERVENTIONS, Issue 1 2008
Lucius Arco
This paper reviewed observational studies that examined feedback for changing staff performance in behavioral treatment programs for clients with cognitive, developmental, or psychiatric disorders. The research findings were integrated into the main stages of staff training and management: pretraining, training, and posttraining. Specific recommendations for using feedback are made including defining process and outcome form and content before training, providing on-the-job supervisory feedback while staff practice self-generated outcome feedback until competency is demonstrated, and after training, maintaining self-generated feedback with emphasis on evaluating staff and client interactions with social validity measures. Copyright © 2008 John Wiley & Sons, Ltd. [source]

Why does the word monitoring have such a strictive definition in policy Governance litrature?

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 82 2005
John CarverArticle first published online: 14 MAR 200
Long Before policy Governance, boards were monitoring staff performance, so receiving reports and taking them seriously is nothing new. So I am confused by the overly restrictive use of the word monitoring in Policy Governance literature. Why must it be so rigidly defined? [source]