HIM 520 Module Eight Case Study Guidelines and Rubric

Overview: In this case study, you will analyze the employee job performance and appraisal process. Case Study: Margie has been a coder in the HIM department of a large acute-care facility for the past 10 years and, prior to working at this organization, she coded for 15 years at a similarly sized acute-care facility. Throughout her coding tenure, Margie mostly coded outpatient encounters such as outpatient observations, outpatient surgeries, and emergency room visits. Two years ago, Margie was cross-trained to code inpatient discharges as well. At last year’s performance appraisal, Margie received an overall score of 3.8 out of 5, which denotes that she “exceeds job performance expectations.” This past performance appraisal cycle, the HIM coding area and Margie personally experienced the following changes: ? The hospital implemented a new EHR that required extensive training for all hospital employees. ? The coding area had some management turnover with the long-term coding manager retiring and the coding lead promoted to the coding manager position. ? The HIM department’s coding productivity was updated to include computer-assisted coding and all coders went from using one monitor to dual monitors. ? Margie used to sit in a quiet office area with one other individual, but the department was reconfigured and all coders were moved to a central location. The coding office is a large room with each coder occupying a cubby-type area with dividers between each desk. The noise in the open concept office tends to magnify, even with the dividers. ? Margie’s husband had some health issues as well, which caused Margie to be on family medical leave for six weeks. It is the time of year for conducting all performance appraisal reviews and Margie has expectations that her performance evaluation will be similar to last year’s. Margie’s coding manager set up a time to go over Margie’s review—Friday at 3:00 p.m. in the manager’s office. Margie arrives promptly at the manager’s office, but has to sit outside the office for 10 minutes waiting for the coding manager to finish up a personal phone call. When Margie enters the room, the coding manager has music playing from her iPhone and her computer is open with the email notification on. Margie sits down at the chair on the other side of the manager’s desk; the coding manager hands Margie the evaluation and says, “Review this and let me know if you have any questions, please; I have to answer a few emails because it is Friday afternoon.” Margie reviews the evaluation and is stunned by the final evaluation score that she is receiving this year. Her final score is a 2.8 out of 5 and she is being put on a performance improvement plan (PIP) with no pay raise. There are items included in the evaluation that Margie had no idea had been a problem throughout the year. Margie’s productivity and quality were marked below average and the statistics included in the review were ones that Margie had not seen all year. As Margie reads the evaluation, the coding manager’s phone keeps ringing and the manager keeps answering her emails. Margie is very upset and tries to address the evaluation with the coding manager, which in turn makes the coding manager defensive. The coding manager is not open to discussing any of incidences noted in the evaluation and she states that she does not have time to review Margie’s monthly productivity and quality scores with her. As Margie typically does not like conflict, she signs the evaluation and PIP, but is very upset
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HIM 520 Module Eight Case Study Guidelines and Rubric
Overview: In this case study, you will analyze the employee job performance and appraisal process.
Case Study: Margie has been a coder in the HIM department of a large acute-care facility for the past 10 years and, prior to working at this organization, she
coded for 15 years at a similarly sized acute-care facility. Throughout her coding tenure, Margie mostly coded outpatient encounters such as outpatient
observations, outpatient surgeries, and emergency room visits. Two years ago, Margie was cross-trained to code inpatient discharges as well. At last year’s
performance appraisal, Margie received an overall score of 3.8 out of 5, which denotes that she “exceeds job performance expectations.” This past performance
appraisal cycle, the HIM coding area and Margie personally experienced the following changes:
?
?
?
?
?
The hospital implemented a new EHR that required extensive training for all hospital employees.
The coding area had some management turnover with the long-term coding manager retiring and the coding lead promoted to the coding manager
position.
The HIM department’s coding productivity was updated to include computer-assisted coding and all coders went from using one monitor to dual
monitors.
Margie used to sit in a quiet office area with one other individual, but the department was reconfigured and all coders were moved to a central location.
The coding office is a large room with each coder occupying a cubby-type area with dividers between each desk. The noise in the open concept office
tends to magnify, even with the dividers.
Margie’s husband had some health issues as well, which caused Margie to be on family medical leave for six weeks.
It is the time of year for conducting all performance appraisal reviews and Margie has expectations that her performance evaluation will be similar to last year’s.
Margie’s coding manager set up a time to go over Margie’s review—Friday at 3:00 p.m. in the manager’s office. Margie arrives promptly at the manager’s office,
but has to sit outside the office for 10 minutes waiting for the coding manager to finish up a personal phone call. When Margie enters the room, the coding
manager has music playing from her iPhone and her computer is open with the email notification on. Margie sits down at the chair on the other side of the
manager’s desk; the coding manager hands Margie the evaluation and says, “Review this and let me know if you have any questions, please; I have to answer a
few emails because it is Friday afternoon.”
Margie reviews the evaluation and is stunned by the final evaluation score that she is receiving this year. Her final score is a 2.8 out of 5 and she is being put on a
performance improvement plan (PIP) with no pay raise. There are items included in the evaluation that Margie had no idea had been a problem throughout the
year. Margie’s productivity and quality were marked below average and the statistics included in the review were ones that Margie had not seen all year. As
Margie reads the evaluation, the coding manager’s phone keeps ringing and the manager keeps answering her emails. Margie is very upset and tries to address
the evaluation with the coding manager, which in turn makes the coding manager defensive. The coding manager is not open to discussing any of incidences
noted in the evaluation and she states that she does not have time to review Margie’s monthly productivity and quality scores with her. As Margie typically does
not like conflict, she signs the evaluation and PIP, but is very upset leaving the room. The coding manager does not seem to notice that Margie is upset and
continues answering her emails.
Two months later, Margie accepts another job at a specialty hospital within the same geographic region of her facility and she resigns with a two-week
notification.
Assumptions
? All performance appraisal reviews for the organization are performed at the end of the fiscal year.
? The healthcare facility requires periodic reviews of performance throughout the performance cycle, but Margie did not receive any periodic feedback
throughout the performance cycle.
? Margie did not get a chance to perform a self-evaluation or request 360-degree performance review from her peers.
This case study was obtained from Management for the Health Information Professional (pp. 174–175).
Prompt: Respond to the case study by considering the following:
?
?
?
?
?
Considering employee job appraisal processes, what process was used?
What items specifically affected an employee’s work performance? Why?
Describe the appraisal process and discuss recommendations for improvement.
Evaluate the actual appraisal process and discuss recommendations for improvement.
What managerial skills and actions should have been applied to the appraisal process and why?
This assignment will help you understand risk assessment and quality improvement in healthcare, which you can incorporate into your final project.
Guidelines for Submission: Your paper should be submitted as a 1- to 2-page Microsoft Word document in APA format with double spacing, 12-point Times New
Roman font, one-inch margins.
Critical Elements
Appraisal Process
Items Affecting
Employees
Performance
Description of
Appraisal Process
and
Recommendations
for Improvement
Proficient (100%)
Comprehensively describes employee job
appraisal process
Specifically describes and evaluates the items
affecting an employee’s work performance
Specifically describes the appraisal process
and discusses recommendations for
improvement
Needs Improvement (70%)
Describes employee job appraisal process but
has gaps in detail, clarity, or accuracy
Describes and evaluates the items affecting
an employee’s work performance but has
gaps in detail, clarity, or accuracy
Describes the appraisal process and discusses
recommendations for improvement but has
gaps in detail, clarity, or accuracy
Not Evident (0%)
Does not describe employee job appraisal
process
Does not describe and evaluate the items
affecting an employee’s work performance
Value
18
Does not describe the appraisal process or
discuss the recommendations for
improvement
18
18
Evaluation of
Appraisal Process
and
Recommendations
for Improvement
Managerial Skills
and Actions
Specifically evaluates the appraisal process
and discusses recommendations for
improvement
Evaluates the appraisal process and discusses
recommendations for improvement but has
gaps in detail, clarity, or accuracy
Does not evaluate the appraisal process or
discuss recommendations for improvement
18
Specifically describes the managerial skills
and actions that should have been applied to
the appraisal process
Does not describe the managerial skills and
actions that should have been applied to the
appraisal
18
Writing Mechanics
Submission remains in the formal third
person and has no major errors related to
citations, grammar, spelling, syntax, or
organization
Describes the managerial skills and actions
that should have been applied to the
appraisal process but has gaps in detail,
clarity, or accuracy
Submission mostly remains in the formal third
person and has some major errors related to
citations, grammar, spelling, syntax, or
organization that negatively impact
readability and articulation of main ideas
Submission frequently employs the first or
second person and has critical errors related
to citations, grammar, spelling, syntax, or
organization that prevent understanding of
ideas
Total
10
100%

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