Hospital X, a hospital in the Midwest has seen good growth over many years. Today, the plant employs seven hundred employees and six people resource staff. In spite of its steady growth, the company maintained the same method for assessing employees. Many staff and the hospital administration agree that the current method is not accurate and does not recognize the top performers. Three-level systems were created to replace the five-level original evaluation system. The existing structure of three-tiered evaluations has negatively affected staff morale. There were many requests to adopt a third option, which was better for workers and the administration.
Management by goals (MBO) is the first option for hospital X. This approach involves both managers and workers creating a strategy to organize and communicate the objectives necessary for an evaluation period (Sepahvand and al. 2020). Management and employees meet regularly to discuss the feasibility of achieving the set goals. This approach is consistent with organization goals using the SMART technique (specific, measurable, achievable, realistic, time-sensitive). This approach is especially for high-ranking management.
Another option is to use the 360-degree feedback model. This model uses direct feedback from employees, customers and management as well as input from peers to help them evaluate their abilities (Williams 2021). This procedure helps to determine an employee’s abilities and eliminates prejudices. Employees can also use 360-degree feedback to self-evaluate their strengths and weaknesses. Self-evaluations need to be done in writing, so that there is no prejudice. Supervisor assessments are part of the management evaluations. Peer assessments help determine whether an employee is suitable for a particular position (Williams 2002). Many companies include client evaluations, particularly for those who work with clients regularly. For 360-degree evaluations, the private sector is better suited.
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