...Standards of Evaluation: A Comparison of Health Care Standards Between the US and Canada The Canadian health care system is often compared to the US system. In 2007 a systematic review concluded that outcomes may be superior in Canada versus the United States. The US system spends the most in the world per capita, and was ranked 37th in the world by the World Health Organization in 2000, while Canada's health system was ranked 30th (Guyatt, 2007). In terms of access, more Canadians seem to be covered with a decent health care insurance than Americans. Canada employs the single-payer system, which is a type of healthcare that is financed by a single public body (the Canadian government) from a single fund. In some ways, it appears to be a monopoly of care, because Canadians do not enjoy a wide range of choices in terms of services. This can lead to long wait-times and delays in delivering quality healthcare (Nieves, 2009). According to Dr. Albert Schumaker, former president of the Canadian Medical Association, and estimated 75% of health care services in Canada are delivered privately, but funded publicly. The US, on the other hand, has a mixed private and publicly funded healthcare, with about 16% of the population being uninsured (Guyatt, 2007). This is why there is a lot of pressure on the government to implement universal healthcare, because of the stupendous amount of money being wasted and spent on paying expensive healthcare for the uninsured. There is a push...
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...Abstract This paper will conduct a perspective view on the modern personnel evaluation system of three Arkansas agencies because job evaluations provides plans that are necessarily to provide its own standards of job worth. There would be insight on key factors that should be considered while implementing public personnel evaluations systems. In addition, there would be an outlook on the challenges of public managers that should consider implementing a public personnel evaluation system Introduction To get the accurate measure of your employees’ performance must be organize. Organization set the content of the job with tasks that are associated with knowledge, skills, and abilities. Evaluations make statements just not for individuals but for the agency. Discussion State Agencies Performance evaluation is the measure of the job value. “All that is required is a job evaluation system that is relatively free of bias and ultimately acceptable to both management and labor.” (Tompkins, 1987) Arkansas Department of Health, Department of Humans Services, Department of Finance and Administration all conduct performance evaluations on employees. These agencies uses a performance evaluation and the total duty area score must equal 100%. Second, the performance evaluation system is the same criteria of satisfactory, above average, satisfactory, and unsatisfactory in the rating period. In addition, there must be a justification for rating. The difference with Arkansas...
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...and delivery schedules. 4.There will be two types of accreditation. specific to suppliers class: *Non-primary – supplier may either be New (with minimal transaction and no established performance history) or Accredited (with frequent transactions but on a short-term basis). Accreditation will focus on establishing legality of business and supplier’s capability to supply/deliver. *Primary – Supplier who has demonstrated an excellent performance history and transactions are on a long-term basis. Evaluation will focus on establishing supplier’s capability to sustain excellent performance and support long-term relationship with MEGAPUI. 5. The following documents must be submitted for accreditation *Non-primary -Standard Documentation - Supplier Information Sheet, Company Profile, List of Goods and Services, Incorporation Papers (if applicable), Certificate of Registration, Business Permit, Certificate of Authority to sell (for resellers/dealers, Exclusive Distributors) *Primary -Standard Documentation - Supplier...
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...Appendix A: A Sample Evaluation Plan TB Support Program Evaluation Plan for January – March 2004 Prepared by: Ana Garcia TB Nurse Department of Health and Human Service Division of TB Control & Prevention Lull County November 15, 2003 |Note: The scope of this evaluation plan is based on a small size program. TB program staff is encouraged to start their | |evaluation small, focusing on areas or program components where improvements may be needed most. | INTRODUCTION Tuberculosis was not a major concern in Lull County until in the recent years. According to the county report, an average of 3 cases was reported per year from 1995 to 2001. In 2002, six new cases of TB were identified within three month period. Unlike previous years, the infected suspects were new immigrant Salvadoran men rather than the predominant white population. In response to this epidemic, “TB Support Program” was implemented by the county health department director, Henry Evans, to control and prevent further transmission of TB in Lull County. Evaluation Goal The goal of this evaluation is to determine the effectiveness of “TB Support Program” in preventing transmission of TB among Salvadoran immigrants. This evaluation will investigate components of the TB Support Program that are performing optimally and should be expanded and replicated in future initiatives. In addition, this evaluation will help determine...
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...classroom in relation to the diverse perspectives of participants in this case Problem What are the good basis and underpinnings in order to effectively evaluate a teacher’s instructional management strategy in the classroom? Areas of Consideration Classroom management is vital to achieving positive educational outcomes. Organization and behavior management in the classroom provide students with structure, which promotes learning. On the other hand, evaluating teacher classroom performance is an integral part of school supervision and contributes to the on-going mission of the educational institution. Teacher evaluations, when properly facilitated, function as professional measurement that encourage excellence, offer praise for good methodologies and strategies, and highlight areas that need upgrading. If conducted properly, teachers should view evaluations as necessary addition to daily instructional routine with an end result focused on collaborative means to teach more effectively. In this case, an evaluator questions a classroom teacher’s instructional management strategies when she applies for a permanent teaching credential. This issue reveals the underpinnings of tensions between the teacher and the evaluator in this case, noting conflicts that expose the helplessness of a new teacher, who is experiencing isolation in her early years of teaching. The key issues here are the teaching strategies, relationship with students and colleagues, new teacher support and...
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...Pitfalls of Job Evaluation Methods Felisha Norman February 8, 2015 BUS4043 COMPENSATION & BENEFITS MGMT Nicole Runyon The point method is an extension of the factor comparisons method. Each factor is then divided into levels or degrees which are then assigned points. Each job is rated using the job evaluating instrument. The points for each factor are summed to form a total point score for the job. Jobs are then grouped by total point scored and assigned to wage/salary grades so that similarly rated jobs would be placed in the same wage/salary grade. Some major decisions in job evaluation are to be sure to establish purpose of evaluation, decide whether to use single or multiple plans, choose among alternative approaches, obtain involvement of relevant stakeholders and to be sure to evaluate plan’s usefulness. The advantage of the job factor point methods are the value of the job is expressed in monetary terms and can be applied to a wide range of jobs. The pay of each factor is based on judgments that are subjective. The standard used for determining the pay for each factor may have built in biases that would affect certain groups of employees (females or minorities). The process of systematically determining the relative worth of jobs to create a job structure for the organization; the evaluation is based on a combination of job content, skills required value organization, organizational culture and external market. | | REFERENCES The Advantages of...
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...designed to aid the Contracting Officer's Representative (COR) in providing effective and systematic surveillance of all aspects of the Fort Huachuca Directorate of Logistics Base Operations Services being provided under the contract. B. Purpose: 1. The purpose of the QASP is to assure that the Government is receiving the services specified in the Contract and that the services meet the performance standards specified in the contract. By employing a fully developed QASP, the Government and the Contractor achieve an understanding of performance expectations and how performance will be measured against those expectations. A complete and robust QASP ensures that all aspects of the contract are measured and receive fair and proper weight in the overall evaluation. Results of the QASP evaluation are a direct and significant input to the Fixed Fee process for this Contract. It provides for monitoring all contract requirements through a combination of methods. This Quality Assurance Evaluator (QAE) Surveillance Plan was based on the DA Pam 5-20, American National Standards Institute (ANSI)/ ASQC Z1.4–2008, OFPP Pamphlet No. 4, AFARS, OFPP Guide to Best Practices for Performance-Based Services, DOD Performance-Based Services Acquisition Guide, and Army experience. It is designed to aid the QAE in providing effective and systematic surveillance of all aspects of the Performance of Work Statement, and attachments to the Base...
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...Seminar in Program Development & Evaluation Steps of Planning Model for Program Development: 1. mission statement – general idea or main purpose of program 2. assessment & evaluation – inventory of internal assessment, resources and review of policy & regulations 3. needs assessment – involves both perceived & real needs 4. determine & set priorities 5. writing goals & objectives – objectives involve: a. who? b. to what extent? c. under what conditions? d. by what standards? e. within what time period? 6. step-by-step activities & procedures – pilot projects & consideration of other internal & external threats 7. develop timeline chart 8. implementation of the project 9. evaluation & feedback 1. Mission Statement – a statement by an organization that contains detailed info. about the overall direction & purpose of the organization a. usually based on a general observation, an obvious need, seen need or interest, or need assessment result b. it’s an administrative statement that guides planning & decision-making c. not restricted by time elements d. philosophy of an organization e. identification of the self-concept of the organizational program f. identification of general service catchment areas & target populations and markets to be served g. define terms & shared definition of problem of target population 2. Assessment & Evaluation – an inventory of resources and review of policy...
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...Employee Evaluation Form |I. Employee Information | |Employee Name |Job Title | |Supervisor/Reviewer |Review Period | | |From: / / To: / / | |II. Core Values and Objectives | |Performance Category |Rating |Comments and Examples | |Quality of Work: |( Exceeds expectations | | |Work is completed accurately (few or no |( Meets expectations | | |errors), efficiently and within deadlines with |( Needs improvement | | |minimal supervision |( Unacceptable | | |Attendance & Punctuality: ...
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...COMPENSATION AND BENEFITS AUTHOUR: Joseph J. Martocchio PUBLISHER: Pearson Education International DATE: 2011 ISBN-13: 978-0-13-254706-2 1. Table of Content (Building Internally Consistent Compensation Systems) Introduction 124 Determinants of Internal Consistency 125 Job Analysis 125 Steps in the Job Analysis Process 126-129 Job Analysis Techniques 131 O*NET 131-137 Job Evaluation 137 Compensable Factors 137-139 Job Evaluation Process 139-140 Job Evaluation Techniques 140 The Point Method 141-143 Alternative Job-Content Evaluation Approaches 144-145 Alternatives to Job Evaluation 145-146 Limitations to Internally Consistent Compensation Systems 146 2. Why I selected this Book: HRMN 330 Course Requirement 3. Theme (Key Quote): “Internally consistent job structures formally recognize differences in the job characteristics that enable compensation managers to set pay accordingly.” 4. Abstract: The purpose of this book is to provide knowledge of the art and science of compensation practice and its role in promoting companies’ competitive advantage. Compensating employees represents a critical human resource management practice: without such companies cannot attract, retain nor motivate best qualified employees. 5. Introduction Internally Consistent Compensation Systems define the relative value of each job when compared with all jobs within the organisation...
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...Where the firm obtains information that would have caused it to decline an engagement if that information had been available earlier, policies and procedures on the continuance of the engagement and the client relationship should include consideration of: (a) The professional and legal responsibilities that apply to the circumstances, including whether there is a requirement for the firm to report to the person or persons who made the appointment or, in some cases, to regulatory authorities; and (b) The possibility of withdrawing from the engagement or from both the engagement and the client relationship. 35. Policies and procedures on withdrawal from an engagement or from both the engagement and the client relationship address issues that include the following: • Discussing with the appropriate level of the client’s management and those charged with its governance regarding the appropriate action that the firm might take based on the relevant facts and circumstances. • If the firm determines that it is appropriate to withdraw, discussing with the appropriate level of the client’s management and those charged with its governance withdrawal from the engagement or from both the engagement and the client relationship, and the reasons for the withdrawal. • Considering whether there is a professional, regulatory or legal requirement for the firm to remain in place, or for the firm to report the withdrawal from the engagement, or from both the engagement and the client...
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...management effective since the process requires high involvement and commitment from employees. Data were collected from 476 employees in the four largest banks in Thailand. Results from structural equations analyses support hypothesized model that attitudes towards performance evaluation directly relate to perceived performance management effectiveness and interactional justice mediates the coaching- perceived performance management effectiveness. Discussion, limitation and future research are included. Keywords: Banking industry in Thailand, Banking industry and performance management, Effectiveness and performance management, Interactional justice, Performance Management. . This research was supported by Chulalongkorn University Centenary Academic Development Project. Performance management, Page 1 Journal of International Business and Cultural Studies INTRODUCTION The increasingly competitive environment of the 1980s, which continued throughout the recessionary 1990s still remains a dominant factor today. Up until now, the increasing competition is even higher than one could imagine. Business faces challenging of increasing intensity and scope of globalization, a drive to comply with international standards, a continued move toward...
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...the plant of Fredericksburg to improve the efficiency? Contributing factors: Labor issues (strike actions), QS 9000 certification process, and equipment break down such as the 1500-ton press, affected all the processes. Alternatives: 1. Repair the broken press and install a new one, thereby increasing productivity. Pros * As a result of the new equipment, working process will be reduced, and the productivity will be increased. * Demand of long-term development will be met Cons * Impact on budget and performance evaluation * High cost for repairing and installing new press 2. Develop comprehensive initiative to initiate wide variety of changes, such as installing more efficient machinery, redesigning employee job responsibility to reduce workers idle time and documenting processes to attain QS 9000. Pros * Flexibility of assembly line * Continuous improvement and cost reduction. * High standard of quality and reliability as a result of QS 9000 Cons * Some workers don’t want to change the work environment, so they need time to accept new work roles. * Disloyal workforce due to change in job responsibility 3. Retain employees, and provide Training program to employees to make them more efficient in carrying out various processes. Pros * Lay off worker may get opposition from the union, and it is discouraged for all employees. * Operations cost will be reduced. Cons * Cost of training programs...
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...the effectiveness of the organisation and own ability to manage and improve quality to meet customer requirements 1.1 Critically assess the organisation’s effectiveness in managing quality to meet or exceed customer requirements Opening statement defining Quality (quote from research eg Peter Honey/ Definitions of Quality in Workshop Workbook)) Describe the systems, policies, procedures to manage/monitor and evaluate quality in the school and critically assess them Role of governing body/ESTYN/Local Authority/Consortium/Welsh Government Monitoring, Evaluation, Review (MER) Use the Workshop Powerpoint to help you 1.2 Evaluate own ability to manage quality to meet or exceed customer requirements Data Analysis and monitoring in your own subject/aspect/area of responsibility Your role in that process and your strengths and areas to develop Curriculum Design as a response to raising standards Target Setting What have you learnt from your monitoring experiences? How does your role feed into the School Improvement cycle? Make sure this section is EVALUATIVE 2. Be able to plan and implement projects to meet, and, if possible exceed customer requirements 2.1 Develop an improvement plan that is designed to meet and, if possible, exceed customer requirements This section is your Improvement Plan with SMART targets (A4 page in body of text or appendix). Make sure your headings are SMART too! 2.2 Implement improvement plans designed to meet and,...
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...protection under the ADA to establish that he or she has a disability within the meaning of the ADA. | Correct Answer: | It is now easier for an individual seeking protection under the ADA to establish that he or she has a disability within the meaning of the ADA. | | | | | * Question 2 0 out of 3 points | | | Valid and reliable job evaluations result from which two conditions?Answer | | | | | Selected Answer: | The results are consistent; data was taken under similar conditions. | Correct Answer: | data from multiple sources; using multiple collection methods | | | | | * Question 3 3 out of 3 points | | | Universal compensable factors are derived from which federal Act?Answer | | | | | Selected Answer: | Equal Pay Act | Correct Answer: | Equal Pay Act | | | | | * Question 4 3 out of 3 points | | | These indicate the name of each job within a company's job structure.Answer | | | | | Selected Answer: | job titles | Correct Answer: | job titles | | | | | * Question 5 3 out of 3 points | | | Which job evaluation method entails ordering jobs on the...
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