High-performance Management System Research Articles

Research on High Performance Management System and Employee Happiness Based on the Mediating Role of Self-Efficacy

Research on High Performance Management System and Employee Happiness Based on the Mediating Role of Self-Efficacy

Research on High Performance Management System and Employee Happiness Based on the Mediating Role of Self-Efficacy

Research on High Performance Management System and Employee Happiness Based on the Mediating Role of Self-Efficacy

Implementing Daily Management Systems to Support Sustained Quality Improvement in Ambulatory Surgery Centers.

Quality improvement processes and management approaches that provide a foundation for continuous quality improvement can lead to improved patient care. The Institute for Healthcare Improvement developed a high-performance management system (HPMS) for health care leaders and staff members to effect continuous quality control, and then conducted a pilot of the system in several ambulatory surgery centers (ASCs). The primary focus of the pilot program in the ASC setting was to understand the applicability of the theory of quality control using related practices (eg, standardized daily huddles, visual management boards) included in the modified HPMS. After implementing the new program, pilot site leaders observed an improvement of approximately 10 percentage points in their Agency for Healthcare Research and Quality patient safety culture survey scores. At the end of the pilot, the researchers concluded that ASC leaders can improve patient care and sustain improvement in their organizations using the HPMS practices.

Research on management information system of capital construction project in large hospital

Hospital infrastructure project management information system is a project management information system, which is based on scientific management system and covers all departments of the hospital, including supervision, design, civil engineering, equipment and other construction units.This paper focuses on the subject of the bidding management of the information management system of the hospital infrastructure construction and the high-performance management system of the hospital infrastructure construction, aiming at the problems of large business volume, complex management process, difficult bidding management, and information can not be shared in time.

Toward a high-performance management system in health care, Part 5: How high-performance work practices facilitate speaking up in health care organizations

Employees' reluctance to speak up about problems and/or make suggestions for improvement is a noted barrier to quality and patient safety improvement in health care organizations. High-performance work practices (HPWPs) offer a framework for considering how management practices can encourage speaking up in these organizations. We aimed to explore how implementation of HPWPs in U.S. health care organizations could facilitate or remove barriers to speaking up. We were interested in improving understanding of how HPWPs could influence manager behavior and organizational policies and practices to encourage, support, and foster speaking up among employees. We examined case study data from five health care organizations purposely selected for their use of HPWPs. Interview transcripts from 67 key informants were inductively and deductively analyzed to explore how speaking up was characterized. We found that speaking up was recognized as an important factor impacting quality improvement and/or patient safety initiatives across all five organizations. Management efforts to facilitate speaking up included both direct practices, such as using structured communication processes and reporting systems, and complementary practices that supported speaking up. Both direct and complementary practices were aligned with the HPWP model, with sites showing evidence of supporting the frontline, engaging staff, developing talent, and having effective leaders fostering efforts to encourage employees to speak up. Both conceptual evidence and qualitative evidence supporting the applicability of HPWPs as a management model for systematically facilitating speaking up in health care organizations were presented in this study. Application of an evidence-based framework enabled consideration of an organizational rather than employee perspective and provided examples of specific management practices that have been successfully implemented to facilitate speaking up. This research furthers the growing body of evidence supporting the applicability of HPWP implementation as a valuable strategy for impacting quality and safety in health care organizations.

Toward a high-performance management system in health care, part 4: Using high-performance work practices to prevent central line-associated blood stream infections-a comparative case study.

Central line-associated bloodstream infections (CLABSIs) are among the most harmful health care-associated infections and a major patient safety concern. Nationally, CLABSI rates have been reduced through the implementation of evidence-based interventions; thus far, however, hospitals still differ substantially in their success implementing these practices. Prior research on high-performance work practices (HPWPs) suggests that these practices may explain some of the differences health systems experience in the success of their quality improvement efforts; however, these relationships have not yet been systematically investigated. In this study, we sought to explore the potential role HPWPs may play in explaining differences in the success of CLABSI reduction efforts involving otherwise similar organizations and approaches. To form our sample, we identified eight hospitals participating in the federally funded "On the CUSP: Stop BSI" initiative. This sample included four hospital "pairs" matched on organizational characteristics (e.g., state, size, teaching status) but having reported contrasting CLABSI reduction outcomes. We collected data through site visits as well as 194 key informant interviews, which were framed using an evidence-informed model of health care HPWPs. We found evidence that, at higher performing sites, HPWPs facilitated the adoption and consistent application of practices known to prevent CLABSIs; these HPWPs were virtually absent at lower performing sites. We present examples of management practices and illustrative quotes categorized into four HPWP subsystems: (a) staff engagement, (b) staff acquisition/development, (c) frontline empowerment, and (d) leadership alignment/development. We present the HPWP model as an organizing framework that can be applied to facilitate quality and patient safety efforts in health care. Managers and senior leaders can use these four HPWP subsystems to select, prioritize, and communicate about management practices critical to the success of their CLABSI prevention efforts.

Development and comparison of quality award: based on existing quality awards

The quality award programmes are applied worldwide. The various quality awards are the criteria for measuring performance excellence. They represent the framework for high-performance management system. In this paper the authors intend to (i) develop a quality award model based on commonalities among criteria of existing quality awards, (ii) develop interdependencies at system/sub system level and (iii) use inheritance and interdependencies to evaluate a numerical index for the developed model using graph theoretic approach. The framework incorporates the critical factors of quality evolution, which further implied for TQM implementation.

Human Resource Management High-Performance Work Practices and Contextual Setting: Does Industry Matter? A Comparison of the U.S. Restaurant Sector to the Manufacturing Industry

This article uses an exploratory qualitative methodology to propose salient human resource management high-performance work practices in the casual restaurant industry. The differences between industries are discussed along with why some work practices used in manufacturing research are not relevant to a restaurant service industry; then the work practices that are applicable are posited. A contingency paradigm is used to discuss the importance of industry context in the development of a high-performance management system for restaurant managers.

Dimensions of a high performance management system

PurposeThe objective of this research is to conduct an exploratory study that will gain consensus among restaurant industry professionals, academics and outside industry experts on the set of work practice dimensions in a high performance management systems (HPMS) for restaurant managers in the US casual restaurant sector.Design/methodology/approachAn exploratory case study method was employed that used a combination of data collection techniques: interviews for the pilot study, the Delphi method and secondary data collection. Restaurant experts were chosen to consider the components of an HPMS construct for unit management in the US casual restaurant business. Assumptions were made based on a review of strategic human resource management literature, then experts were interviewed and a Delphi was conducted to gain consensus.FindingsThe authors find thirteen dimensions of an HPMS, which are common to unit management in US casual restaurants. Three work practices that were not considered relevant dimensions to the casual restaurant industry were removed from the Delphi. This translates into a difference of seven work practices between a manufacturing work system and a restaurant work system, which are either excluded or included in a restaurant work system.Originality/valuePrevious strategic human resource management research has dubbed HR work practices “high performance work practices”. With few exceptions these studies have been conducted in contextual settings that do not possess similar operational characteristics to the restaurant service industry. That there are differences in the business models between these industries and hence in the work practices between them is apparent from the results. Additionally, this study was targeted to management in the restaurant industry, not overall employment as the other studies.

The research design used to develop a high performance management system construct for US restaurant managers

Studies suggest that when organizations place a higher value on their employees, through the implementation of high performance management systems (HPMSs), their business performance improves. Those that have conceptualized the HPMS construct in the service sector have limited validity for the restaurant industry. To fill this gap this paper presents the research methods used to develop a construct for a HPMS within the casual restaurant sector of the US hospitality industry. The exploratory qualitative methodology that combines a variety of data collection techniques including interviews for the pilot study, the Delphi method and secondary data collection to establish the most salient dimensions of a HPMS in the casual restaurant industry, are discussed. Thirteen key HPMS dimensions are identified; training and skill development, employer of choice, information sharing, selectivity in recruiting, measurement of HR practices, promotion from within, quality of work/life, diversity, incentive pay based on performance appraisal, participation and empowerment, employee ownership, self-managed teams and high wages. In addition, an overarching HPMS construct is developed as a first step in identifying the link between HR practices and restaurant performance.

Strategic change in the ambulance service: barriers and success strategies for the implementation of high‐performance management systems

AbstractThis paper examines how high‐performance management (HPM) strategies might increase operational and service efficiency in a large UK ambulance National Health Service (NHS) Trust.Ambulance services are faced with a government imposition of response times and increasing numbers of emergency calls. This paper reports on the change barriers as perceived by staff and middle management.Using a mixture of focus groups and semi‐structured interviews, the results point to barriers to change including, staff resistance to new working practices, a perceived lack of expertise among some middle managers and poor communication between staff and managers.Proposed success strategies included communication of the benefits of HPM to staff, the provision of a 24‐hour management presence and greater staff involvement. Copyright © 2003 John Wiley & Sons, Ltd.

Validating Key Results Linkages in the Baldrige Performance Excellence Model

The Malcolm Baldrige National Quality Award Criteria for Performance Excellence represent a framework for high-performance management systems. Although the criteria have evolved based on the collective wisdom of quality experts and management practitioners throughout the United States, little empirical research has been performed to validate the criteria and its core concepts and values. One of the key linkages in the criteria is the relationship between external results and internal performance metrics, which reflect the processes and management systems that drive results in an organization. The authors use a large empirical data set to explore these linkages, and apply canonical correlation to uncover significant relationships between variables, such as between employee satisfaction and process performance, and between work system improvement and productivity. These results: 1) validate some of the key linkages; 2) support long-standing beliefs and anecdotal evidence by practitioners of the relationships among endogenous and exogenous results for business performance; and 3) lend credibility to causal hypotheses that improving internal management practices leads to improvements in external results. As such, they provide new evidence of the validity of the Baldrige model and its examination/self-assessment process that seeks to validate strong business results as an outcome of high-performance management practices.

Transitions In the Psychological Contract: Some Evidence From the Banking Sector

This study examines the psychological contract in a sample of 107 employees in a retail bank. Deregulation, market‐entry by non‐traditional suppliers, and the introduction of advanced technology have changed the security of and rules implicit in the employment contract in the UK banking sector, which is one of the leading contenders for downsizing and delayering. Many banks are experiencing increased employee cynicism. New structures and technology, demanding levels of customer service, and new competitors have produced heightened attention towards performance and are associated with the need for employees to develop new competencies, such as relationship‐handling and sales skills. Regardless of whether banks pursue high performance management systems or control‐based HR strategies, the requirement for committed and engaged employees able to develop new competencies is an assumed constant. Demographic factors such as age, service and sex are found to be partial predictors of some attitudinal items. However, these proxy measures of attachment to the old employment deal are not related to items that consider commitment or satisfaction. the psychological contracts in the bank are highly fragmented. Seven underlying constructs are revealed: ‘frustratedly disengaged’, ‘still ambitious’, ‘passively flexible’, ‘guidance seekers’, ‘buy me outers’, ‘don't push me too fast’ and ‘just pay me more’. Implications of the research for HRM, the management of new internal labour markets in the banks and future directions of research on the psychological contract are discussed. It is concluded that a new set of internal labour markets are being created within the banks, the dynamics of which clearly revolve around a wide range of individual factors. Accepted wisdom about participative management practices will be challenged in the HR strategies of the late 1990s.

The evolution and future of high performance management systems

Introduction Taylor and Ford: The Age of Scientific Management Democracy, Unions and the Dignity of Labor The Hawthorne Studies Quality of Work Life and Worker Satisfaction Worker Involvement and Participation Worker Motivation: Goals and Business Strategy The Pitfalls of Pay for High Performance Hours of Work, Leisure and Fatigue Skill and Knowledge: Developing Human Potential in the Workplace From Job Fit to Cultural Compatibility: Evaluating Worker Skill and Temperament Communication, Trust and Business Ethics Inventing Tomorrow's High Performance Systems References Index