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Strategies for Improving Individual Performance and Job Satisfaction at Meadowvale Health
Writers of papers for publication in the JMP may not wish to disclose their identity. In such cases the submission will be accompanied by the name of the lecturer from the Department of HRM & ER who assessed the paper as worthy of publication in the first instance. The intention here is to minimise likely interference regarding citation of published articles while preserving the anonymity of the writer.
The author of this article wishes to remain anonymous. Teresa Marchant is listed as an editor of this paper and is the contact person for the paper. The editor would like to thank the author for agreeing to the publication of his excellent analysis for the benefit of other students.
Abstract
This paper addresses the individual level of analysis in organisational behaviour. It links elements of motivation and ability, which determine individual performance, to the HR practices of performance management and reward and recognition systems.
This linkage is done in the context of a case study within a health care organisation. The paper also describes the change management considerations that are involved, since new practices are best implemented with due attention to the relevant change issues. The new strategies for enhancing individual performance are also linked to the organisation’s strategic objectives, in keeping with the principles of strategic HRM.
The two main points are that a focus on training to improve individual
ability, and an emphasis on developing intrinsic motivation, should lead to performance
improvement in the health care organisation.
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