Scripps Health Executive Summary

Many organizations today are revamping their performance management systems to help increase employee satisfaction, increase productivity and profitability, while also teaching and developing their employees. If you ask any manager performance appraisals are probably not on the list of favorite tasks to perform in their job descriptions. Managers think they are boring, time consuming and not all that beneficial. Scripps Health is a non-profit organization that has been in business since 1924 and somewhere down the line starting losing money, had a high turnover rate and unhappy employees that lacked determination. This paper will review Scripps Health’s renovation of their performance management system and the sizable initiatives they
Over the course of time Van Gorder created a manager involved performance system that would visibly create stronger leadership, stronger employees, and a stronger organization. The first key factor according to Wells (2009) was linking new workforce initiatives to the organization’s strategies and goals. According to Puckett (2015) when organization’s work together to create goals, direction and priorities that align with the strategy and mission employees will understand how they can contribute their skills and knowledge. Organizations need to involve their strategy and goals to employee performance measures to create successful outcomes for the employees and organization as a whole.
Noe, Hollenbeck, Gerhart & Wright (2015) also agree that developing a new performance management system consists of engulfing the organization’s goals and objectives and that the performance measures play a crucial element in determining successful
According to Puckett (2015) goals, training and coaching is needed throughout the year, not just on an annual basis. The only way to improve employee performance is to continually provide feedback and have conversations routinely. Performance evaluations are created to help enhance employee’s talents and abilities while helping them change deficiencies. “This includes identifying training needs, adjusting the type or frequency of feedback the manager provides to the employee, clarifying, adjusting, or modifying performance outcomes, and discussions of behaviors or activities that need improvement or relate to new priorities based on changes or new areas of emphasis in organizational or department goals” (Noe, Hollenbeck, Gerhart & Wright, 2015, pp.