Team Performance Measurement
Performance measurement may broadly be defined as the exercise of assessing an organizations parameters in order to establish the extent to which the organization is able to reach its desired goals within the provided resources, investments or programs(Woehr & Bennett, 2006). In the traditional format the measurement of performance has largely been carried out in a personal format and with greater focus on functional units within an organizations hierarchy.
However, recent studies suggest that the adoption of performance measurements that are team based may offer better results because the groups constitute the operational units within which business operations are carried out. In this particular case the measurement of team performance shall focus on a health care set up. The measurement of performance in a local division of a health care management organization requires the use of gathered statistics as a means of assessing each teams progress in reaching the health organizations objectives.
The measurement of team performance in this instance may take on various options including assessing each teams quantitative work (for example how many clients each team is able to handle in a certain period of time), each teams contribution in terms of monetary value (financial measure), customer satisfaction responses attributed to each team or from a perspective which incorporates various dimensions.
The essence of the measurement is to determine how much value each team is offering in supporting the organization towards its objective (Jill & Kepa, 2003). By virtue of being a healthcare organization, there are three main aspects that form the core of value creation in any healthcare organization, and these include customer satisfaction, monetary value addition and the ability to take on a sizable quantity of work which may not lead to burn out, but rather a good use of time (Woehr & Bennett, 2006).
The objective of most health care organization is to increase value in their service delivery by offering valuable and essential services at affordable rates. Therefore, the selection of a multi-faceted approach of assessing the health care teams performance is more appropriate, because it offers a view of the cumulative value that the team contributes towards the organization. Therefore, the evaluation of the teams performance shall quantify the number of clients that the team is able to serve within a reasonable time frame of service delivery, and thereafter; the evaluation shall also assess the customer satisfaction expressed on the team by the served clients.
This exercise will need the collection of information on client satisfaction from the served clients. Finally, the measure of how much financial gain the team affords the organization shall be evaluated. The financial measure is also an important factor to consider because it can be correlated to the value put in terms of the amount of dollars per unit time (Carrie & Bititci, 1998).
Conclusively the adoption of any team performance measure should relate to the operational capacity of the team within the business. However; the adoption of a multi-faceted approach of performance measurement is more appropriate because it allows the evaluator to look at the teams performance from various aspects.
According to Carrie and Bititci (1998) an adoption of financial measures only may not be appropriate for a health team because it may fail to capture the qualitative aspect of the services offered. But on the other hand, the use of such a measure on a sales team may be appropriate.
Carrie, A. and Bititci, S. U. (1998),. Strategic management of the manufacturing value chain: proceedings of the International Conference of the Manufacturing Value-Chain, August Ê»98, Troon, Scotland, UK, Springer Publishers
Jill M. and Kepa M. (2003),. Designing performance measurement systems for teams: Theory and practice. The Journal of Management Decision, volume 41, issue number 8, pp 722-733. Retrieved on 24th January , 2011, from ABI/INFORM Global. (Document ID: 449725881).
Woehr, J. D. and Bennett, W. (2006),. Performance measurement: current perspectives and future challenges, Routledge Publishers
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