Abstract:
Performance management is a systematic process by which an organization involves
its employees in improving organizational effectiveness in the accomplishment of
the organization’s mission, vision and goals. The general objective of this study was
to assess the performance management practices of the VRA Hospital, Akosombo.
A cross-sectional study was conducted. All key and relevant officials of the hospital
were recruited. The forty (40) top officials were selected based on their expert
knowledge of the subject matter as well as their direct involvement in the
performance management practices of the hospital. Semi open -ended questionnaires
were used for data collection and was administered by trained assistants from the
hospital. Data was analyzed using SPSS.
The study discovered that most of the respondents found the vision, mission and
objectives of the hospital to be clear, motivating, right, well-aligned to the yearly
objectives /targets of the hospital and also being clear about their roles towards the
realization of the hospital’s targets. Also that generally the VRA Hospital,
Akosombo is highly efficient when it comes to clinical matters and this has
culminated in better healthcare delivery to patients and assurance of both staff and
patients’ safety. Respondents indicated that the hospital serves its staff and its
catchment communities (non-VRA) well and that the hospital upholds employees’
safety; upholds safety of patients and technical quality in the clinical practice.
Majority of the respondents agreed that the hospital’s performance management
practices improve patient’s satisfaction and that the hospital’s PMS aligns to the
vision and mission of the hospital, reduce unnecessary bureaucracy, improves
employees’ performance and ensures effective staff supervision. Most participants
felt that the hospital’s PMS rewards hard work, reduces inefficiency, enhances
leadership and interpersonal skills. Furthermore, the three most important factors
that motivate employees to give off their best at work were the performance
management system in place, job satisfaction and salary levels. Some challenges of
performance management practices at the VRA Hospital, were found to be; the
environment/layout of buildings /departments were not optimal, equipment and tools
being less optimal, physicians were focusing too much on quantitative (how many
patients they see) instead of the qualitative performance (the quality and time of
their work with their patients), insufficient manpower; bureaucracy. Also Physicians, medical technicians, and all other professionals working too
independently and the organizational structure.
In conclusion, if more focus is placed on putting in place effective performance
management practices, better health care would be delivered since all employees
would be aware of what is expected of them and how their behaviors eventually
leads to their performance when assessed.