Principles of Organizational Performance Management.docx - Running head APPLICATION OF ORGANIZATIONAL PERFORMANCE MANAGEMENT 1 Principles of

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Running head: APPLICATION OF ORGANIZATIONAL PERFORMANCE MANAGEMENT 1 Principles of Organizational Performance Management Lesley A. Burns Western Governors University
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APPLICATION OF ORGANIZATIONAL PERFORMANCE MANAGEMENT 2 The purpose of this paper is to envision myself in a nurse leadership role responsible for multiple departments, units or service areas. My team is struggling with performance outcome measures that are below benchmarks. I will explore ways to improve these outcomes through improved employee engagement by creating a performance data scorecard that will focus on outcome my healthcare organization. A1. Patient Population The population that will be discussed in this paper are patients who present to the Emergency Department at Baylor Scott & White Medical Center – Temple (SWMC). SWMC has been serving Central Texans for over 100 years. It is a 640bed hospital located in the heart of Central Texas. The Emergency Department is home to the only one Level I Trauma Center (capable of treating the most severe injuries) between Dallas and Austin. [Baynd] SWMC Emergency Department provides service to all populations, all ages and for all types of emergencies, ranging from the most severe trauma to the medically critical patients, to the minor injuries and illnesses. SWMC Emergency Department registers approximately 76,000 patients per year averaging in about 210 patients per day. They have 44 beds with capacity to expand to 59 beds that include hall beds. Patients are triaged based on ESI Level with a 1-5 score, 1 being a threat to life of limb, and 5 being minimal injury or illness. Each patient is triaged by a registered nurse to determine the order in which they are seen by a physician. Patient ages range from infant to geriatric with all levels of acuity. SWMC ED has certifications as a heart hospital, stroke excellence program, and trauma 1 level facility.
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APPLICATION OF ORGANIZATIONAL PERFORMANCE MANAGEMENT 3 A2. Outcome Measures Performance: Improved patient satisfaction in likelihood to recommend through Press Ganey scorecard. Quality: Decrease left without being seen (LWBS) to below 2%. Patient Safety: Decrease falls in the department to be below NDNQI percentile of 44%. Employee Engagement: Increase retention rate of registered nurses during their first year of employment. B. Necessary Processes MEASURE OUTCOME DRIVERS Performance: Patient Satisfaction Improve patient satisfaction scores through Press Ganey Public reporting and comparison on performance Positive image as a community provider Continued CMS reimbursements Improved healthcare outcomes Quality: Urine Culture Contamination Rate (UCCR) Decrease UCCR to below 3% Delay in treatment of care for Urinary Tract Infections (UTI) Mis Diagnosis and treatment Increased costs Safety: Fall Reduction Reduce patient falls Decrease the rate of fall related injuries Improve identification of patients who are at fall risk Improve hourly rounding and bedside report Engagement: Reduction of RN Turnover during 1 st
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  • Health care provider, Emergency Department, SWMC

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