Performance Appraisal in an Nhs Hospital.

Topics: Human resource management, Motivation, Performance appraisal Pages: 8 (2837 words) Published: January 10, 2012
Redman, T. et al.,2000.Performance Appraisal in an NHS hospital.Human Resource Management Journal, 10(1), 48-62

In this paper it will be argued that performance appraisal in National Health Service hospital is effective from the perspective of appraises. Author of the article used a case study of performance appraisal practice in a Trust Hospital. The argument will be developed through a critical review of ‘performance appraisal in NHS Hospital’ article, discussing its conceptual bases, research methods, main findings and practical implications. Generally, in this paper author tries to examine the effectiveness of performance appraisal in a public sector context. In the first section of the article author reviews the development of performance appraisal in the National Health Service in UK. In this section author points that the growth of performance appraisal in public services is generally linked to the Thatcher government’ s restructuring of the sector. Performance appraisal and staff development have been seen as the key tools to deliver the desired organizational and managerial culture changes in the National Health Service. Author of the article points that the Individual Performance Review is the key appraisal system in the National Health Service. In the second section of the article, author describes the North Thrust case study. In this section author outlines research methodology, describes the organizational background and traces the development of Individual Performance Review at North Trust. Then author of the article reports the findings on the processes of appraisal and evaluates the outcomes of Individual Performance Review at the Trust. In this section author describes how Individual Performance Review process affects management control, motivation and morale, training and development and finally how it affects rewards. In the third section of the article author conclude by considering the implications of his findings for appraisal practice in the National Health Service. Individual Performance Review at North Trust has delivered a number of real benefits for both appraisers and appraised. According to the author of the article, at North Trust, Individual Performance Review can be viewed as an attempt to directly tie employee behavior to the new mission and goals of the organization, for example, via the cascade objective setting process, and to encourage staff to internalize the values and goals of senior managers. Author of the article suggest that Individual Performance Review should continue to have an important role in HR practice in the National Health Service.

Most of the theory and concepts that Redman et al. (2000) uses in his paper is based on previous research of performance appraisal systems introduction into NHS and public sector companies by authors such as George (1986), Wilson and Cole (1990), Dent (1993) as well as governmental reports and enquiries. Based on the results of the study conducted, authors of the paper do take critical approach of too pessimistic approach to performance appraisal presented in previous research. The findings of Redman et al. (2000) are consistent with those presented by Brown and Benson (2005), and Levy and Williams (2004). In mentioned papers authors was able to identify the three steep process of performance appraisal, similar one to the Individual Performance Review (IPR) used by NHS and presented by Redman et al. (2000). The first stage is setting performance objectives. This is connected to Lock and Latham goal setting theory (1990) which presents the view point that clearly defined, specific, challenging and achievable goals leads to improve performance. It is also important to include employee participation as a social aspect in goal setting process as it was proved by Brown and Benson (2005) and, Levy and Williams (2004) it is thought to be very important aspect of performance appraisal acceptance and participation of appraises. The second...

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