This article explores the implications of directive change management, characterized by top-down leadership and minimal employee involvement, on organizational dynamics, employee morale, and job security. This approach's psychological and operational impacts are underscored, emphasizing the imperative of addressing employee perceptions and fostering trust. Strategies for rebuilding trust and enhancing morale post-directive change management are presented, including transparent communication, participative decision-making, and recognition of employee contributions. The significance of enhancing job security through clear policies, open dialogue, and robust mental health and well-being support systems is highlighted. Practices that encourage job dedication are introduced, emphasizing goal alignment, meaningful work design, and a culture of innovation and continuous improvement. Long-term strategies for cultivating a healthy workplace, such as establishing feedback mechanisms, investing in leadership development, and maintaining organizational adaptability, are also discussed. This brief article is an introductory resource for business leaders, managers, and change practitioners seeking to be better equipped with the necessary tools and strategies to navigate the post-implementation effects of directive change management. It is anticipated that this information can assist leaders and organizations in navigating the challenges of directive change management, promoting resilience, employee well-being, and sustainable organizational success.

The need for strategic alignment within HR management increased managers' concern about individual behavior and how this behavior was related to the achievement of goals. In public management, effectively managing employees' performance has been necessary since Weber's bureaucratic administration. The individual performance appraisal is the right tool to assess employees' competencies. Thus, we proposed the following research question: Which factors, as pointed out by theory, have the most significant influence on the individual performance appraisal process? The quantitative method was applied to answer this question, developing and testing a scale via EFA and a hypothetical model via SEM-CB. The results indicated a scale with 25 items able to access the main points of the IPA process and a hypothetical model with 7 constructs that indicate the influence on employee engagement. The main finding is the significant influence of feedback on the whole process. The main theoretical contribution was the construction of the MIPAS scale, and the practical contribution was to identify the points where managers should focus on improving the IPA process with their subordinates.

Management and efficiency have a fundamental impact on the performance of public hospitals, as well as on their philanthropic mission. Various studies have shown that the financial weaknesses of these entities affect the planning, setting of goals and objectives, monitoring, evaluation and feedback necessary to improve health systems and guarantee accessibility as an inalienable right. This study aims to analyze the management and efficiency of third-level and/or high-complexity hospitals in Colombia, through a statistical model that uses financial analysis and key performance indicators (KPIs) such as ROA, ROE and EBITDA. A non-experimental cross-sectional design is used, with an analytical-synthetic, documentary, exploratory and descriptive approach. The results show financial deficiencies in the hospitals evaluated; hence it is recommended to make adjustments in the operating cycle to increase efficiency rates. In addition, the use of the KPIs ROA and ROE under adjusted models is suggested for a more precise analysis of the financial ratios, since these adequately explain the variability of each indicator and are appropriate to evaluate hospital management and efficiency, but not in EBITDA ratio, hence the latter is not recommended to evaluate hospital efficiency reliably. This study provides relevant information for public health policy makers, hospital managers and researchers, in order to promote the efficiency and improvement of health services.