Development Plan Leading to Performance Management - Assignment Help

Introduction

Change management is a systematic methodology to allow people, teams, and organisations to achieve a vision and plan, from the current state to the expected future. It is a mechanism that encourages workers in their workplace to recognize and embrace changes. In the health care industry change requires an optimal mix of many methodologies. To achieve Performance management which focuses on obtaining successful outcomes that are dependent on the learning and development within the organisation. It encourages dialogue among people and between departments in the workplace to recognize and relate to the working environment individuals, teams and organizations. Learning and Development Plans provide a systematic framework that identifies workers and organizations 'professional development needs and priorities as a whole, where it is impactful on increasing the quality of health care service this paper will seek towards how change management optimal mix can help develop learning and development plans across the board for the organisation which can obtain performance management.

Organisational Change Management

The UK healthcare system has for many years been actively changing its systems. The formation and establishment of organizations have always involved all employees of the NHS on various occasions sometime in their careers. Unfortunately, many people are eroded, disenchanted and demotivated by the cycle of transition. As a result, the praiseworthy goals of the reform plan are all too frequently lost in the noise of the procedure (Freeth, 2003; Bamford & Daniel, 2005). The mechanisms of organizational change are socially dependent on the understanding of employees of their relationship with others that they respond to and show commitment to change (Bouckenooghe et al., 2014; Bouckenooghe 2012; Vakola, Armenakis, & Oreg, 2011). Lewin's (1947) 'Three-Step Model' is a structured approach to organizational change that defines the three learning phases of freezing — sticking to what one knows, unfreezing — exploring concepts, problems and solutions, and refreezing — recognizing, utilizing and combining beliefs, behaviours, and skills with those previously retained and currently desired. This strategy acknowledges that the old one needs to be replaced before any new pattern can be effectively implemented. Only then does it completely embrace the new behaviour. Cummings and Huse (1989) developed an eight-phase model, and Bullock and Batten (1985) developed a four-phase program transition model based on a study of more than 30 transition models. The work indicates that various models mentioned in the literature help characterize the process of transition, the most useful being the contingency models. However, a variety of different models will need to be implemented in complex change programs to accurately explain the complexity of the method, with the creation of a universal model proving vague. There is substantial debate in the literature on change management about the most appropriate approach to transforming organizations. This disparity contributes to several managers asking questions about the literature's validity and importance, and uncertainty when deciding which methodology to use. The reservations are justified by the relevant literature on management, which includes several accounts of evolving projects that go wrong regularly (Burnes, 2004). Change approach from the management should be clear and with a vision, employee resistance which is the biggest factor to fail any change in the organisation is overturned by learning and development plan.