scholarly journals Practising inspired leadership: the use of applied theatre "prophetical" in the Executive Leadership Development Program for Queensland Health

2009 ◽  
Vol 33 (3) ◽  
pp. 377 ◽  
Author(s):  
Brad C Haseman ◽  
Meagan P Crethar ◽  
Jan N Phillips ◽  
Paul J Stafford
Keyword(s):  
Leadership Development ◽  
Performance Management ◽  
Development Program ◽  
Reform Process ◽  
Final Report ◽  
Performance Management Systems ◽  
Queensland Health ◽  
Major Reform ◽  
Independent Review ◽  
And Performance

QUEENSLAND HEALTH as an organisation has been under a great deal of pressure in recent times. On 26 April 2005, the Queensland Government announced an independent review of Queensland Health?s administrative, workforce and performance management systems. The review was established in response to public concern over the safety and quality of the public health system following events that took place at Bundaberg Hospital, particularly the appointment and practices of Dr Jayant Patel. Associated with the Patel case were issues of bullying and intimidatory behaviour at the workplace. In response to the recommendations of the review, Queensland Health embarked upon a major reform program. One of the strategies for driving reform highlighted by the Queensland Health Systems Review final report, September 2005 was leadership development. Strong leadership was identified as vitally important to both drive the reform process and improve workplace culture.

scholarly journals Leadership transformation in Queensland Health

2009 ◽  
Vol 33 (3) ◽  
pp. 357 ◽  
Author(s):  
Meagan P Crethar ◽  
Jan N Phillips ◽  
Paul J Stafford ◽  
Stephen J Duckett
Keyword(s):  
Leadership Development ◽  
Executive Coaching ◽  
Development Program ◽  
Second Phase ◽  
Senior Leaders ◽  
Learning Modules ◽  
Queensland Health ◽  
Major Reform ◽  
Leadership Development Program ◽  
Key Staff

IN 2006, QUEENSLAND HEALTH embarked upon a major reform program that included a comprehensive leadership development program for senior leaders, managers and supervisors. The objective was to achieve improvements in the leadership capabilities of key staff that will result in real improvements in workplace culture. The components of the program include: actionlearning leadership development workshops, 360-degree feedback, executive coaching, leadership learning modules and an interactive leadership website. The program is constantly evolving, and implementation commenced in 2007 of a second phase which includes a number of additional initiatives ? an Emerging Clinical Leaders Program, a Top 500 leaders Program, Conflict Resolution Program for Clinicians and a Clinical Network Chairs Leadership Program. Workforce statistics have shown a distinct improvement since the implementation of the program.

Management System Competency Model and Development Program

2018 ◽  
Author(s):  
Mark S. Jean ◽  
Lynn A. Sikorski ◽  
Laura P. Zaleschuk
Keyword(s):  
Performance Management ◽  
Management System ◽  
Development Program ◽  
Competency Model ◽  
Management Systems ◽  
Success Rates ◽  
Road Map ◽  
Person Perspective ◽  
And Performance ◽  
Measurement And Evaluation

The pipeline industry continues to look for ways to improve its compliance and performance. Management systems have increased prevalence in the pipeline industry, with recognition that carefully designed and well-implemented management systems are the fundamental method that should be used to keep people safe, protect the environment and align organizational activities. Experience has shown significantly better success rates with management system implementation, both in terms of the quality and speed, when the person responsible for the design, implementation and sustainment of the management system has an integrated set of technical and enabling competencies. However, there is currently no standardized competency model that can be used to support a Management Systems Professional’s specialized knowledge and skills. The paper outlines the competencies needed by individuals to be effective in the design, implementation, measurement and evaluation of management systems. Applying a ‘whole-person’ perspective, the model includes business, relational and technical competencies that contribute to performance excellence for management system practitioners, including outlining example behaviours at target level performance and proficiency, and supported by a defined body of knowledge. This paper describes the Management System Competency Model, including how it can be used to create a position-specific development program for application within various organizations. This research establishes a basis for the creation of a practical, systematic and easy to use development road map for individuals and organizations who use or leverage a management system.

Leader Launch

2020 ◽  
pp. 235-260
Author(s):  
Candice Freeman
Keyword(s):  
Leadership Development ◽  
Organizational Development ◽  
Development Program ◽  
Instructional Interventions ◽  
Three Phase ◽  
Emerging Leadership ◽  
Improvement Interventions ◽  
Leadership Development Program ◽  
And Performance

This case study examines how a rural healthcare system implemented LeaderLaunch, a leadership development program specifically supporting all front-line to director-level leaders employed within the organization's facilities. John DeJoria, the healthcare system's Director of Organizational Development, is a seasoned instructional designer and Certified Professional in Learning and Performance (CPLP) who was charged with the opportunity of determining the system's leadership development needs and responding with aligned performance improvement interventions, intended to build competency and capacity in current, new, and emerging leadership. This case explains how John and his team designed, conducted, and utilized a three phase needs assessment to select and design instructional and non-instructional interventions.

scholarly journals Supervisors and Performance Management Systems

2020 ◽  
Vol 128 (6) ◽  
pp. 2123-2187 ◽  
Author(s):  
Anders Frederiksen ◽  
Lisa B. Kahn ◽  
Fabian Lange
Keyword(s):  
Performance Management ◽  
Management Systems ◽  
Performance Management Systems ◽  
And Performance

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 The Influence of Training and Career Development to Employee Performance Among Academic Civities At Sekolah Tinggi Ilmu Ekonomi Muara

2020 ◽  
Vol 2 (8) ◽  
Author(s):  
Sofia Sofia
Keyword(s):  
Career Development ◽  
Performance Management ◽  
Employee Performance ◽  
Development Program ◽  
Sampling Technique ◽  
Linear Analysis ◽  
Unit Of Analysis ◽  
Analysis Technique ◽  
Career Development Program ◽  
And Performance

One important factor in sustaining the company's existence in advancing quality and performance management is the mastery of capabilities possessed by human resources and the clarity of career development. A clean and healthy company is certainly due to good employee performance. Employee performance will improve if employees are given the training to improve their abilities and also a clear career development program. This study aims to determine the effect of training and career development on employee performance. The unit of analysis in this study is individual employees of academic civities. The population in this study is all employees of academic civities which amounted to 63 employees. The sampling technique in this study was carried out with saturated sampling technique. The data analysis technique used is multiple linear analysis. The results showed that training and career development both partially and simultaneously had a significant effect on employee performance.

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