Hr Case Analysis Assignment

Introduction

Before the 1990s, government funding allowed Canadian health care facilities to provide excellent service and quality. Hospital and regional health authorities across Canada are under attack. Health care costs increased in the early 1990s and have changed government funding, requiring providers to be more financially accountable. Due to the hospitals and regional health authorities across Canada being under siege from funding restraints; some companies were forced to merge and some closures. At this same time, the healthcare industry tried to remain focused on delivering high-quality patient care and aligning the key stakeholders to the newly created vision. In order for Peel Memorial Hospital (also known as PMH) to survive, they implemented the Balanced Scorecard performance management system.

History and Issues

Peel Memorial Hospital (PMH) located in Brampton Ontario lacked measurable targets which was evident because the corporate goals and objectives ran their course of life. They had a worn-out Mission Statement that tried to be all things to all people (Harber, 1998). Internal surveys revealed that employees were unclear on the organization’s strategic direction, the objectives of the company and the link of certain hospital initiatives.

In 1994, PMH embarked on a comprehensive Continuous Quality Improvement (CQI) training program for all staff which was followed by a burst of departmental and interdepartmental improvement initiatives. The hospital management at PMH looked closely at whether time, money and energy were being focused on the key clinical and business processes or not. Meanwhile, the hospital employees wanted to know how the evolving program management structure relates to PMH’s move into a patient focused care model. They also had questions on how these organizational development initiatives tied in with PMH’s move to shared governance models for nursing and the professional discipline. They also wanted to know where the...