Planning and Measuring Performance

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Planning and Measuring Performance

Planning and Measuring Performance
This paper will discuss Hospital Corporation of America’s (HCA) goals of achieving industry-leading performance in clinical and satisfaction measures and recruiting and employing physicians to meet the need for high quality health services (University of Oregon Investment Group, 2011). This paper will also discuss which tools would be most effective in measuring the organization’s performance against the determined standards. The actual standards that HCA would use to measure the first goal of achieving industry-leading performance in clinical and satisfaction measures are set by The Joint Commission. According to Kicab Casta eda-Mendez (1999), achieving improved clinical performance and satisfaction measures requires performance measures in three areas: * To lead the entire organization in a particular direction. * To manage the resources needed to travel in this direction. * To operate the processes that make the organization work. According to Kicab Casta eda-Mendez (1999), these measures are: * Strategic--to drive strategies into action and change the organizational culture. * Diagnostic--to evaluate the effectiveness of these actions and the extent of change. * Operational--to improve continuously.

The most effective tool to measure these improvements is benchmarking. Benchmarking against the top healthcare companies will determine if HCA is achieving industry-leading performance in clinical and satisfaction measures. Without benchmarking HCA could not determine if the company was leading the industry or if they were at the bottom of organizational ladder.

HCA’s goal of hiring physicians to meet the need for high quality health services can be measured by determining the number of physicians need to accommodate the number of patients, determining the specialties/ sub-specialties the physicians are needed in, as well as measuring the retention rate of the...
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