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Healthcare managers’ perceptions of managing poor performance

Melanie Hill (Murdoch University, Murdoch, Australia)
Heather Gluyas (Murdoch University, Murdoch, Australia)
Martinique Sandy (Murdoch University, Murdoch, Australia)
Andrew Wingate (Alfred Health, Melbourne, Australia)

Journal of Health Organization and Management

ISSN: 1477-7266

Article publication date: 17 May 2018

Issue publication date: 17 May 2018

2878

Abstract

Purpose

The purpose of this paper is to understand the perceptions and experiences of healthcare managers working within a community and ambulatory health service who manage poorly performing staff and, to identify the supports, and gaps in supports, that are available to these managers.

Design/methodology/approach

Data were collected via two focus groups using a semi-structured schedule. The data were transcribed, themed and conclusions summarised.

Findings

On analysis of the discussion of the line managers’ experiences and perceptions of competence, six themes were identified, five themes common to both groups. When discussing the availability and gaps in supports available when managing poor performance, managers were aware of the majority of the supports available to them in the workplace but there was a disconnect between managers and the HR department.

Research limitations/implications

Though the results of this study are not generalisable, as the participants came from programs within a single hospital, they may be transferrable to other healthcare environments. Future research should attempt to replicate these findings using other research techniques.

Practical implications

The findings in this paper indicate that methods should be identified to build better relationships between managers and HR departments, develop clear management learning pathways, and to support managers to manage their emotional responses. These strategies will support organisations to achieve improved outcomes from the performance management processes.

Originality/value

This study contributes to the current literature by identifying key themes that may have an impact on the outcome of performance management processes. These themes would benefit from further exploration.

Keywords

Acknowledgements

Melanie Hill’s sincerest gratitude to Heather and Marti who gave their time, energy and wisdom so generously and with much warmth and humour. It is an honour to have been guided through this project by such amazing, smart women. Thanks to Andrew who never begrudged time to study, a thoughtful, gentle man who is missed. To Travis, Melanie’s remarkable husband, who through his love and patience helped the achieve this goal. Mel’s thanks to Jo, for planting the seed. Finally, thanks to Cheryl, a stubborn and determined mum, family and friends, who challenge and inspire. The authors received no financial support for the research, authorship, and publication of this paper.

Since the time of writing this paper Andrew Wingate regrettably died.

Citation

Hill, M., Gluyas, H., Sandy, M. and Wingate, A. (2018), "Healthcare managers’ perceptions of managing poor performance", Journal of Health Organization and Management, Vol. 32 No. 3, pp. 416-427. https://doi.org/10.1108/JHOM-09-2017-0241

Publisher

:

Emerald Publishing Limited

Copyright © 2018, Emerald Publishing Limited

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