Evaluation of the effectiveness of the staff development review system of Hospital Authority in motivating managerial staff

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Evaluation of the effectiveness of the staff development review system of Hospital Authority in motivating managerial staff

 

Author: Ha, Yuet-sheung Dorian
Title: Evaluation of the effectiveness of the staff development review system of Hospital Authority in motivating managerial staff
Degree: M.Sc.
Year: 1999
Subject: Hospital Authority (Hong Kong, China) -- Personnel Management
Hospitals -- China -- Hong Kong -- Personnel management
Employees -- Rating of -- China -- Hong Kong -- Evaluation
Health services administrators -- China -- Hong Kong
Employee motivation -- China -- Hong Kong
Management by objectives -- China -- Hong Kong
Hong Kong Polytechnic University -- Dissertations
Department: Multi-disciplinary Studies
Dept. of Management
Pages: 87, [55] leaves : ill., forms ; 31 cm
Language: English
InnoPac Record: http://library.polyu.edu.hk/record=b1485282
URI: http://theses.lib.polyu.edu.hk/handle/200/1462
Abstract: Staff Development Review (SDR) system was introduced by Hospital Authority (HA) in April 1993 for managing staff development and performance. It is a four-step process consists of objectives planning, performance review, feedback and staff development planning, which are the features of management technique Management By Objective (MBO) introduced by Peter Drucker. The study under concern is to find out how the keys to success of MBO are working in this system in particular among managerial staff and their relationship with staff motivation. In MBO program, level of motivation is directly influenced by the three key input factors: goal setting, feedback giving and participation. Goal must be clear, obtainable, challenging, measurable and accepted. Feedback should be frequent, relevant, specific and timely given. Other moderating variables are top management commitment and support, communication, clarity of organization structure, linkage with compensation system, training, administrative convenience, etc. In this study, the managerial staff of an acute general hospital of HA were chosen as samples for the questionnaire survey. The results show that the overall working condition with regard to objective setting is acceptable. The objectives are clear and specific, in general obtainable, accepted, a bit challenging, but not highly measurable especially among medical staff. It is further confirmed that the higher the objective clarity, obtainability, measurability and acceptance, the higher the motivation. Most managerial staff are enjoying quite acceptable degree of freedom in objective setting. However, they have rather low participation in the departmental or hospital annual planning exercise. This might have negative impact on the compatibility and continuity between the plans of individuals, their seniors, departments, and the hospital. The hypothesis that the more favourable the operating condition of feedback giving, the higher the motivation is confirmed. But in particular, only the specificity of feedback is proved to be significantly important in affecting the level of motivation. Nonetheless, the feedback received by the respondents seems to be specific enough, although on the other hand the openness of discussion between supervisors and subordinates is in doubt. Regarding those moderating factors, top management's support and commitment is inadequate. The proposal that the system should be tied with compensation is not fully supported. Training is necessary as well. The motivation level of the managerial staff is acceptable. Objective setting, among the three input factors, has the strongest relationship with motivation. Based on the above findings, HA is recommended to conduct a large-scale review of the effectiveness of the system. Senior staff's support should be obtained for optimal effectiveness. Some technical problems in implementation, such as setting measurable objectives and acquiring necessary skills in system implementation, should also be tackled. To achieve smoother integration between different levels, middle-level-staff's participation in annual planning should be encouraged. Lastly, some uproot changes might have to be considered. They include, as revealed in the study, the change of relationship between objective accomplishment and performance appraisal and the need to establish linkage between compensation and performance appraisal.

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