Case Study: Performance Management at Intermountain Healthcare

1194 words 5 pages
Kuan-Chung (Bill) Wu
HPM540: Professor Kamke
HPM540: Case Study 3: Performance Management at Intermountain Healthcare

1. What is your assessment of the Performance Management system developed at
Intermountain Healthcare?
-

The Performance Management (PM) system developed by Intermountain has become a model for many healthcare organizations. Intermountain’s PM system includes the following elements: 1) Identifying six most important performance criteria, 2) Developing goals for different groups within the organization, and 3) implementing the goals by creating an incentive compensation scheme. This PM system design has proven to be effective in many perspective, ranging from individual staff to administration and to the
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The other way that could detract the strategic objective is that data could be manipulated to make the performances

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Kuan-Chung (Bill) Wu
HPM540: Professor Kamke looked well on the graph/table/figures. This is because the incentives is generated by good data, and it is very easy for these data to be manipulated.
3. How are physician incentives at Intermountain unique? Why did they take a different approach to physician performance as compared to other employees?
- Physician incentives at Intermountain are unique because physicians are divided into two groups (employed and non-employed aligned) and incentive plans designed for each group have different programs. For employed physicians, three approaches were implemented for incentives: 1) Peer pressure, in which open discussion where held to examine physicians’ performance, 2) Public Recognition, in which best practice was recognized at the corporate level, and 3) monetary incentives for meeting clinical standards. For non-employed, aligned physicians, who accounts for 2/3 all physicians using Intermountain, the organization has adopted the strategy to engage these physicians through peer-to-peer competition and a reliance on academic literature and internal data in a given clinical area. Here we can see that there are a lot of physician communication and engagement for supporting physicians to

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