Performance Management in Public Health

2020 ◽  
pp. 1-7
Author(s):  
Amanda E. McCarty ◽  
Sonja M. Armbruster ◽  
John W. Moran
Keyword(s):  
Public Health ◽  
Performance Management

Has Voluntary Public Health Accreditation Impacted Health Department Perceptions and Activities in Quality Improvement and Performance Management?

2018 ◽  
Vol 24 ◽  
pp. S10-S18 ◽  
Author(s):  
Leslie M. Beitsch ◽  
Jessica Kronstadt ◽  
Nathalie Robin ◽  
Carolyn Leep
Keyword(s):  
Public Health ◽  
Quality Improvement ◽  
Performance Management ◽  
Health Department ◽  
And Performance

scholarly journals Case for rethinking system leadership and its development in public health

2020 ◽  
Vol 30 (Supplement_5) ◽  
Author(s):  
T Smith
Keyword(s):  
Public Health ◽  
Leadership Development ◽  
Performance Management ◽  
System Development ◽  
Leadership Capacity ◽  
System Leadership ◽  
Systems Leadership ◽  
Management Staff ◽  
Leadership Research ◽  
Developing System

Abstract Background There is growing recognition of the importance of leadership in Public Health (PH) practice, and the need to embed it into the education and training of PH professionals. However the theoretical discourse within leadership research has changed significantly and there is recognition that previous conceptualisations of leadership, and our ways of developing it may be flawed, and need to be changed in practice. Objectives This presentation will discuss development of leadership theory, and system leadership. In particular it will highlight how System Leadership differs from previous understandings of leadership and the implications of this for ph practitioners and those charged with developing system leadership capacity within public health. Body of the session Leadership in organisations is mostly focused on current/anticipated internal challenges (strategy, performance management, staff engagement, etc.). Leaders are generally developed via individual leader development rather than a focus developing Leadership capacity across organisations/systems. Within PH it is increasingly realised that single organisations can no longer respond effectively to the “wicked” issues they face. They do not possess sufficient know-how to address the complex and multi-dimensional problems faced, so leadership models based on a single hierarchical organisation are not sustainable. There is a need to work collectively in an ecosystem-based approach (not an ego-based system). System Leadership development requires that participants are actively engaged in real attempts to improve PH System. Development requires that underlying values are made explicit, explored and diversity embraced. The emphasis will be on supporting learners in the doing rather than critiquing or talking about it. Conclusions There is need to appreciate fully the nature of systems leadership, together with implications for PH practice and the development of system leadership capacity throughout the PH workforce.

Quality Improvement and Performance Management Benefits of Public Health Accreditation

2018 ◽  
Vol 24 ◽  
pp. S3-S9 ◽  
Author(s):  
Alexa Siegfried ◽  
Megan Heffernan ◽  
Mallory Kennedy ◽  
Michael Meit
Keyword(s):  
Public Health ◽  
Quality Improvement ◽  
Performance Management ◽  
And Performance

scholarly journals Framing Bias in the Interpretation of Quality Improvement Data: Evidence From an Experiment

2019 ◽  
Vol 8 (5) ◽  
pp. 307-314
Author(s):  
Andrew Ballard
Keyword(s):  
Public Health ◽  
Quality Improvement ◽  
Experimental Design ◽  
Organizational Performance ◽  
Performance Management ◽  
Framing Effects ◽  
National Sample ◽  
Self Report ◽  
Similar Degree ◽  
Sources Of Information

Background: A growing body of public management literature sheds light on potential shortcomings to quality improvement (QI) and performance management efforts. These challenges stem from heuristics individuals use when interpreting data. Evidence from studies of citizens suggests that individuals’ evaluation of data is influenced by the linguistic framing or context of that information and may bias the way they use such information for decision-making. This study extends prospect theory into the field of public health QI by utilizing an experimental design to test for equivalency framing effects on how public health professionals interpret common QI indicators. Methods: An experimental design utilizing randomly assigned survey vignettes is used to test for the influence of framing effects in the interpretation of QI data. The web-based survey assigned a national sample of 286 city and county health officers to a "positive frame" group or a "negative frame" group and measured perceptions of organizational performance. The majority of respondents self-report as organizational leadership. Results: Public health managers are indeed susceptible to these framing effects and to a similar degree as citizens. Specifically, they tend to interpret QI information presented in a "positive frame" as indicating a higher level of performance as the same underlying data presenting in a "negative frame." These results are statistically significant and pass robustness checks when regressed against control variables and alternative sources of information. Conclusion: This study helps identify potential areas of reform within the reporting aspects of QI systems. Specifically, there is a need to fully contextualize data when presenting even to subject matter experts to reduce the existence of bias when making decisions and introduce training in data presentation and basic numeracy prior to fully engaging in QI initiatives.

scholarly journals KINERJA ORGANISASI PENGELOLA TINGKAT MASYARAKAT DALAM PEMANFAATAN DAN PEMELIHARAAN HASIL PROGRAM SANIMAS DI KELURAHAN KAPALO KOTO KOTA PADANG

2021 ◽  
Vol 2 (1) ◽  
pp. 14
Author(s):  
Hafizhah Hafizhah
Keyword(s):  
Public Health ◽  
Environmental Pollution ◽  
Performance Management ◽  
Domestic Wastewater ◽  
Residential Environment ◽  
Community Level ◽  
Beneficiary Community ◽  
Maintenance Activities

This research is motivated by environmental pollution because many people do not yet have access to proper domestic wastewater sanitation. Kapalo Koto Village is one of the priority villages in handling sanitation in Padang City. The results showed that of the four variables proposed by Wibowo, it can be concluded that the Performance of Community Level Management Organizations in the Utilization and Maintenance of the Results of the SANIMAS Program in the Kapalo Koto Village Padang City has not yet reached its maximized. Utilization and maintenance activities of the SANIMAS Program result in the Kapalo Koto Village experienced several obstacles. Caused by several indicators that have not been maximized, such as the capability of low Community Level Management Organizations, sources of funding from beneficiary community contributions for program maintenance and development are not collected. The implementation of utilization and maintenance activities is still not routinely carried out. Continued monitoring is not conducted regularly and evaluation activities are not carried out annually. However, if seen from the benefits generated by the SANIMAS Program it has an impact on reducing pollution to the residential environment, thereby causing an increase in the level of public health. Keywords: Performance, Management Organizations, SANIMAS Program 

Collaborative Performance Management for Public Health

2020 ◽  
Author(s):  
Amanda E. McCarty ◽  
Sonja M. Armbruster ◽  
John W. Moran
Keyword(s):  
Public Health ◽  
Performance Management ◽  
Collaborative Performance

Health Equity’s Missing Substance: (Re)Engaging the Normative in Public Health Discourse and Knowledge Making

2020 ◽  
Vol 13 (3) ◽  
pp. 247-258
Author(s):  
Adam Wildgen ◽  
Keith Denny
Keyword(s):  
Public Health ◽  
Performance Management ◽  
Health Equity ◽  
Social Transformation ◽  
Concept Of Health ◽  
Transformative Action ◽  
Public Health Discourse ◽  
And Performance ◽  
Object Of Study ◽  
Health Discourse

Abstract Since 1984, the idea of health equity has proliferated throughout public health discourse with little mainstream critique for its variability and distance from its original articulation signifying social transformation and a commitment to social justice. In the years since health equity’s emergence and proliferation, it has taken on a seemingly endless range of invocations and deployments, but it most often translates into proactive and apolitical discourse and practice. In Margaret Whitehead’s influential characterization (1991), achieving health equity requires determining what is inequitable by examining and judging the causes of inequalities in the context of what is going on in the rest of society. However, it also remains unclear how or if public health actors examine and judge the causes of health inequality. In this article, we take the concept of health equity itself as an object of study and consider the ways in which its widespread deployment has entailed a considerable emptying of its semantic and political content. We point toward equity’s own discursive productivity as well as the quantifying imperative embedded within evidentiary norms that govern knowledge making, and performance management regimes that govern public health practices. Under current conditions of knowledge making and performance evaluation, a range of legitimate action and inaction is produced at the same time that more socially transformative action is legitimately curtailed—not merely by politics, but by the rules of the field in which public health actors work. Ultimately, meaningful progress on a normative ethical idea like health equity will require both substantial philosophical content and an analysis of what is going on in the rest of society.

scholarly journals Human resources for health talent management contribution: A case for health systems strengthening in the public health sector

2021 ◽  
Vol 9 (2) ◽  
pp. 192-201
Author(s):  
Bernard Nkala ◽  
Charles Mudimu ◽  
Angelbert Mbengwa Mbengwa
Keyword(s):  
Public Health ◽  
Human Resources ◽  
Performance Management ◽  
Health Systems ◽  
Health Workforce ◽  
Health Sector ◽  
Talent Management ◽  
The Public ◽  
Public Health Sector ◽  
Workforce Engagement

Talent Management is an essential component in transforming health systems if carefully implemented for the public sector especially in low income countries. In Zimbabwe public health sector, talent retention and engagement are viewed as amongst the challenges affecting the realisation of effective performance and productivity from the existing Health workforce. Largely, modern health care systems lack robust strategies to identify and utilize employee talent essential to help attain organisational citizenship. The study reviewed the relevancy and effectiveness of talent management practices in the public health sector using a case study of Parirenyatwa Group of Hospitals, one of the major referral hospitals in Zimbabwe. The study aimed at closing the talent pipe-line gaps as part of the Health Systems Strengthening initiative towards bringing about talent retention and engagement amongst the health workforce in public sector settings. The study assessed the impact of the existing talent management initiatives focusing on variables; recruitment and attraction perspective, compensation and rewarding component, health workforce succession management and implemented performance management system. The study obtained cross sectional data collected through a designed tool following a purposive (non-probability) sampling technique from a sample of n=200 existing health management team to assess the perception of implemented talent management approaches. The study further used responses from n=450 randomly selected health professionals recruited in the last 3 years prior to the survey to analyse the association between the variables on talent management practices namely (recruitment and selection, compensation and rewarding, succession management and performance management system) and the age of health workforce to employee engagement. The data on recruited cadres was obtained from the existing Hospital Human Resources for Health Recruitment Database. The research revealed that talent management in public health sector currently suffers from theoretical problems since the existing Human Resources for Health literature concentrates on anecdotal information. The human resource practitioners need to come up with more involving workplace activities to demystify the theory that millennials are generally finding it difficult to engage. In addition, the public sector succession planning strategies would need to be in place for the millennials well in time to adequately replace the considerable number of those at retiring stages. The Logistic regression analysis revealed recruitment and attraction perspective, and succession management positively influence health workforce engagement while adherence to implementing performance management system negatively affected employee engagement. Compensation and rewarding practices in a public health set up proved an insignificant variable to health workforce engagement hence study concluded further analysis on the impact on wider target group. The study revealed as the age increases, the health workforce become more engaged and self-motivated to develop their personal talent, thus theory suggests such are ‘Baby Boomers’ age group that do not need much push and are prepared to perfect their work talent for the benefit of the health system. The role of performance management system must be equally elevated within health system initiatives in order to achieve ultimate health workforce engagement. The study recommended the public health sector to incorporate in its human resources policy, a strategy for managing and utilisation of talent from the different health workforce generations within the health system. In improving the performance of public health systems, talent management need to be put forward in the health systems strengthening agenda in order to build highly engaged health teams. Talent management practices become essential and if carefully implemented, are likely to help public health systems retain rare skills especially in highly specialised functions. Furthermore, the organisations need to synchronise its strategic plan with the talent management strategy. There must be continuous capacity building of human resources departments to firstly own policies that influence talent management so as to ensure ultimate health workforce engagement.

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