scholarly journals Evaluation of initial progress to implement Common Metrics across the NIH Clinical and Translational Science Awards (CTSA) Consortium

2020 ◽  
pp. 1-12
Author(s):  
Lisa C. Welch ◽  
Andrada Tomoaia-Cotisel ◽  
Farzad Noubary ◽  
Hong Chang ◽  
Peter Mendel ◽  
...  
Keyword(s):  
Performance Management ◽  
Performance Improvement ◽  
Organizational Structures ◽  
Local Context ◽  
Large Network ◽  
Translational Science ◽  
Data Systems ◽  
Key Factors ◽  
And Performance ◽  
Quantitative And Qualitative Methods

Abstract Introduction: The Clinical and Translational Science Awards (CTSA) Consortium, about 60 National Institutes of Health (NIH)-supported CTSA hubs at academic health care institutions nationwide, is charged with improving the clinical and translational research enterprise. Together with the NIH National Center for Advancing Translational Sciences (NCATS), the Consortium implemented Common Metrics and a shared performance improvement framework. Methods: Initial implementation across hubs was assessed using quantitative and qualitative methods over a 19-month period. The primary outcome was implementation of three Common Metrics and the performance improvement framework. Challenges and facilitators were elicited. Results: Among 59 hubs with data, all began implementing Common Metrics, but about one-third had completed all activities for three metrics within the study period. The vast majority of hubs computed metric results and undertook activities to understand performance. Differences in completion appeared in developing and carrying out performance improvement plans. Seven key factors affected progress: hub size and resources, hub prior experience with performance management, alignment of local context with needs of the Common Metrics implementation, hub authority in the local institutional structure, hub engagement (including CTSA Principal Investigator involvement), stakeholder engagement, and attending training and coaching. Conclusions: Implementing Common Metrics and performance improvement in a large network of research-focused organizations proved feasible but required substantial time and resources. Considerable heterogeneity across hubs in data systems, existing processes and personnel, organizational structures, and local priorities of home institutions created disparate experiences across hubs. Future metric-based performance management initiatives across heterogeneous local contexts should anticipate and account for these types of differences.

Performance Appraisal, Performance Management and Improving Individual Performance: A Motivational Framework

2006 ◽  
Vol 2 (2) ◽  
pp. 253-277 ◽  
Author(s):  
Angelo S. DeNisi ◽  
Robert D. Pritchard
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Improvement ◽  
Individual Performance ◽  
Future Research ◽  
Improve Performance ◽  
Performance Management Systems ◽  
Recent Trends ◽  
And Performance ◽  
The Right

Performance appraisal has been the focus of considerable research for almost a century. Yet, this research has resulted in very few specific recommendations about designing and implementing appraisal and performance management systems whose goal is performance improvement. We believe that a reason for this is that appraisal research became too interested in measurement issues and not interested enough in ways to improve performance, although some recent trends in the area have begun moving the field in the right direction. We review these trends and their genesis, and propose a motivational framework as a means of integrating what we have learned and generating proposals for future research that focus on employee's performance improvement.

scholarly journals EMPLOYEE PERCEPTION IN INDIAN TOURISM SECTOR TOWARDS THE IMPACT OF HRM PRACTICES ON EMPLOYEE EMPOWERMENT

2021 ◽  
pp. 61-68
Author(s):  
Dr. Srijib Shankar Jha
Keyword(s):  
Performance Management ◽  
Employee Attitudes ◽  
Employee Empowerment ◽  
Tourism Sector ◽  
Individual Contributions ◽  
And Performance ◽  
Workforce Performance ◽  
The Impact ◽  
The Relationship ◽  
Quantitative And Qualitative Methods

Many companies have recently focused their efforts on developing strategies to improve individual contributions to the overall success of the organisation. Several authors examined the links between several HRM practise components and their effects on the efficiency of employees. While the fact that HRM is favourably linked to organisational and workforce performance is well known, the relationship between HRM and performance in the Indian context is also increasingly understandable. This work will examine how far performance management system factors, particularly employee empowerment, are associated with employee attitudes. Both quantitative and qualitative methods have been used in this study. Structured questionnaires have been used in four companies to collect information from 200 employees based on information received from the literature review. The results show that employee empathy with most aspects of HRM practises is favourable and significantly related. KEYWORDS : performance management, retention, employee attitude, human resource management.

scholarly journals The innovation scorecard for continuous improvement applied to translational science

2017 ◽  
Vol 1 (5) ◽  
pp. 296-300
Author(s):  
Joseph A. Kotarba ◽  
Kevin Wooten
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Qualitative Evaluation ◽  
Research Process ◽  
Translational Science ◽  
Structured Interviews ◽  
University Of Texas ◽  
And Performance ◽  
Scientific Value ◽  
The University

IntroductionThis paper reports on the baseline stage of a qualitative evaluation of the application of the Innovative Scorecard (ISC) to the Clinical and Translational Science Award (CTSA) at the University of Texas Medical Branch (UTMB) at Galveston. The ISC is adopted from the established Balanced Scorecard system for strategic planning and performance management. In formulating the evaluation, we focused on the organizational identity literature.MethodsThe initial evaluation consisted of a series of semi-structured interviews with 22 participants of the ISC Boot Camp conducted in July 2015.ResultsThe logic of grounded theory pointed to the clustering of perceptions of the ISC around respondents’ occupational locations at UTMB. Administrators anticipate the expansion of planning activities to include a wider range of participants under the current CTSA award period (2015–2020) than under our first CTSA approval period (2009–2014). A common viewpoint among the senior scientists was that the scientific value of their work will continue to speak for itself without requiring the language of business. Junior scientists looked forward to the ISC’s emphasis on increasingly horizontal leadership that will give them more access to and more control over their work and resources. Postdocs and senior staff welcomed increased involvement in the total research process at UTMB.ConclusionThe report concludes with strategies for future follow-up.

Benchmarking health technology assessment agencies—methodological challenges and recommendations

2020 ◽  
Vol 36 (4) ◽  
pp. 332-348
Author(s):  
Ting Wang ◽  
Iga Lipska ◽  
Neil McAuslane ◽  
Lawrence Liberti ◽  
Anke Hövels ◽  
...  
Keyword(s):  
Health Technology Assessment ◽  
Performance Improvement ◽  
Technology Assessment ◽  
Review Process ◽  
Health Technology ◽  
Study Data ◽  
Local Context ◽  
The Common ◽  
And Performance ◽  
Medicine Review

ObjectivesThe objectives of the study were to establish a benchmarking tool to collect metrics to enable increased clarity regarding the differences and similarities across health technology assessment (HTA) agencies, to assess performance within and across HTA agencies, identify areas in the HTA processes in which time is spent and to enable ongoing performance improvement.MethodsCommon steps and milestones in the HTA process were identified for meaningful benchmarking among agencies. A benchmarking tool consisting of eighty-six questions providing information on HTA agency organizational aspects and information on individual new medicine review timelines and outcomes was developed with the input of HTA agencies and validated in a pilot study. Data on 109 HTA reviews from five HTA agencies were analyzed to demonstrate the utility of this tool.ResultsThis study developed an HTA benchmarking methodology, comparative metrics showed considerable differences among the median timelines from assessment and appraisal to final HTA recommendation for the five agencies included in this analysis; these results were interpreted in conjunction with agency characteristics.ConclusionsIt is feasible to find consensus among HTA agencies regarding the common milestones of the review process to map jurisdiction-specific processes against agreed metrics. Data on characteristics of agencies such as their scope and remit enabled results to be interpreted in the appropriate local context. This benchmarking tool has promising potential utility to improve the transparency of the review process and to facilitate both quality assurance and performance improvement in HTA agencies.

scholarly journals Implementing Common Metrics across the NIH Clinical and Translational Science Awards (CTSA) consortium

2019 ◽  
Vol 4 (1) ◽  
pp. 16-21 ◽  
Author(s):  
Denise H. Daudelin ◽  
Laura E. Peterson ◽  
Lisa C. Welch ◽  
Redonna Chandler ◽  
Mridu Pandey ◽  
...  
Keyword(s):  
Performance Improvement ◽  
Technical Assistance ◽  
Translational Science ◽  
Implementation Team ◽  
Group Coaching ◽  
Institutional Review ◽  
Collection Data ◽  
Institutional Review Board Review ◽  
And Performance ◽  
Board Review

AbstractThe Clinical and Translational Science Award (CTSA) Consortium and the National Center for Advancing Translational Science (NCATS) undertook a Common Metrics Initiative to improve research processes across the national CTSA Consortium. This was implemented by Tufts Clinical and Translational Science Institute at the 64 CTSA academic medical centers. Three metrics were collaboratively developed by NCATS staff, CTSA Consortium teams, and outside consultants for Institutional Review Board Review Duration, Careers in Clinical and Translational Research, and Pilot Award Publications and Subsequent Funding. The implementation program included training on the metric operational guidelines, data collection, data reporting system, and performance improvement framework. The implementation team provided small-group coaching and technical assistance. Collaborative learning sessions, driver diagrams, and change packages were used to disseminate best and promising practices. After 14 weeks, 84% of hubs had produced a value for one metric and about half had produced an initial improvement plan. Overall, hubs reported that the implementation activities facilitated their Common Metrics performance improvement process. Experiences implementing the first three metrics can inform future directions of the Common Metrics Initiative and other research groups implementing standardized metrics and performance improvement processes, potentially including other National Institutes of Health institutes and centers.

ORGANIZATIONAL DESIGN, INTERNAL COLLABORATION AND PERFORMANCE: AN EMPIRICAL ASSESSMENT IN LATVIA

2019 ◽  
Vol 6 ◽  
pp. 351
Author(s):  
Iveta Ludviga
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Organizational Design ◽  
Positive Impact ◽  
Organizational Structures ◽  
Working Relationships ◽  
Organizational Boundaries ◽  
Flexible Working ◽  
Research Findings ◽  
And Performance

We live in the time of transformations and in response to environmental challenges, traditional forms of organizational designs are changing towards more networked ones. Human resource practitioners claim that ‘Organization of the future’ requires freedom to act, flexible working practices, outcome-based performance management, and high-trust working relationships, however, there is limited empirical attention directed to the elements of organizational structures, and organizational design aspects have not been explicitly addressed. This research aims to identify which organizational design mechanisms facilitate collaboration within organizations and positively contribute to organizational performance. The quantitative study uses data from a structured survey of Latvian organizations.  The research findings provide empirical evidence of the positive impact of decentralization, outcome-based performance management and internal trust on collaboration within the organizational boundaries and performance measured as customer satisfaction. Assessing differences between organisations it was found that internal trust appears to be even more important collaboration ensuring factor for large organizations than for smaller ones.  Research results show that managers should establish internal trust-based relationships within their organizations since the effect of trust on collaboration could not be overestimated. 

scholarly journals Competences and knowledge: Key-factors in the smart city of the future

2014 ◽  
pp. 356-376
Keyword(s):  
Human Capital ◽  
Performance Management ◽  
Smart Cities ◽  
Key Factors ◽  
The Future ◽  
Key Factor ◽  
Learning Management ◽  
And Performance ◽  
The University ◽  
Holistic Vision

The effective and modern management of competence development, which represents a distinguishing key-factor in future Smart Cities, cannot be limited to the Learning Management exclusively, but rather be inclusive of aspects pertaining to Human Capital and Performance Management in a holistic vision that encompasses not only the sphere of operations but also the tactical and strategic levels. In particular, organizations need solutions that especially integrate Learning Management, Performance Management, and Human Resource Management (HRM). We propose an approach considering the competences as key-factors in the management and valorization of Human Capital and making use of a socio-constructivist learning model, based on the explicit (ontological) modeling of domain competences as well as a learner and didactic oriented approach. Unlike most of the current solutions, far from the proposed vision and concentrated on specific functionalities and not on the processes as a whole, the solution offered by MOMA, spin-off of the Research Group of the University of Salerno led by Prof. Salerno, is here presented as a demonstrative case of the proposed methodology and approach. A distinctive feature of our proposal, supported by the MOMA solution is the adoption of semantic technologies that for instance allows for the discovery of unpredictable paths linking them in the Knowledge Graph. Finally, we discuss how this framework can be applied in the context of the Smart Cities of the future, taking advantage of the features, enabled especially by semantics, of researching, creating, combining, delivering and using in a creative manner the resources of superior quality offered by Smart Cities.

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