Healthcare organizations have traditionally relied upon objective-based performance goals in performance evaluations with a lack of measurement of values-based performance traits. The current quantitative study explored whether more healthcare organizations should be employing performance evaluation systems that measure the values of their employees and making sure that these values align with the organization's mission and values. Specifically, the relationship between individual demographic variables and an employee's values-based performance traits was examined and subsequently their relationship with the variables of commitment, rewards, and task-based performance. The study's participants were composed of 2,750 employees in all 77 departments at a large hospital using performance evaluations developed and administered by the human resource department. Through the use of correlation analysis and the chi-squared test of independence in SPSS, the study's results, although relatively weak (less than .3 in most cases) reinforce the importance of the criteria that management decides to utilize in evaluating employees and the impact that the selected criteria have on the behavior of employees. Tenure correlated with respect, compassion, integrity, teamwork, and excellence to a higher degree than the age of the employee while gender had no significant impact upon them. There was a positive, significant relationship between the values-based performance variables and the supervisor's values ratings, department's values ratings, and the employee's task-based performance ratings on goal achievement and job responsibilities. Results also indicated that an employee is less likely to leave if the employee's values score was higher. Contrary to the hypothesis theorized, a significant positive relationship was found between absenteeism and the values ratings. In addition, there was not a significant relationship between promotion and the values-based performance variables. Lastly, contrary to prior research, goal achievement was a significant, but weak negative influence on the likelihood of an employee getting promoted. Researchers should continue to investigate values-based performance evaluation tools in other healthcare facilities, different industries, and other values-based performance variables should be researched. On a macro level, further research should investigate whether the organization performs at a higher level due to the use of a values-based performance evaluation system rather than a task-based system.
|School Location:||United States -- Arizona|
|Source:||DAI-A 70/11, Dissertation Abstracts International|
|Subjects:||Management, Organizational behavior|
|Keywords:||Employee commitment, Employee rewards, Performance evaluations, Turnover, Values, Values-based management|
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