Performence Appresol
Performence Appresol
Performence Appresol
group, community or individual. It is essential for both the nurse educators and nurse
administrators to participate in teaching as well as supervising the students and staff since
the primary focus is same, that is better nursing care.
Need of Dual Role
Nursing E.ducation and Nursing supervision have their own area of service. But blending of
the two making liaison between two services will always improve the quality or standard of
nursing care and raise the standard of skill of students who are the future nurses.
Teachers are not directly posted in the clinical field. But as they are involved in teaching,
they usually update their theoretical knowledge regularly for better quality of teaching than
the nurse administrators do. If they abide by the rule to supervise nursing staff posted in
the clinical field along with teaching nursing students, the quality of care will definitely
improve. However, to succeed, this has to be agreed upon and accepted by the concerned
parties.
In the same way, nursing adminis trators like nursing superintendents and ward sisters can
supervise nursing students besides supervi sion of nursing staff, because they get the
student nurses in the clinical field and get the opportunity to I observe, teach supervise and
correct. Since they are posted in the clinical field, they are more skillful in clinical practice
since student nurses will develop more skill by their supervision. Moreover, students will
learn to provide quality care with less articles as most of the time insufficient supply of
articles is a hindrance for providing quality care. Students can get anopportunity for thinking
alternative arrangement while being supervised by ward sister or nursing superintendent.
Quality of care depends upon knowledge and skill. Educational preparation, supervision and
guidance affect it :tnd both, the educator and the administrator are needed by one another.
There is a need to prepare the nursing personnel for both teaching and service. Nursing
personnel may have different attitudes towards faculty supervisor's dual role. They should
understand and accept each other's role and this can be facilitated by in-service education
programmes i.e. workshops, group discussions etc.
These are two separate departments and many a time do not realize that both the
department's goal is to provide quality nursing care. They should accept each other and
cooperate and coordinate between both teaching and service for improvement of standard
of care. They should also liaison and not undermine each other.
Since such type of dual role is not usually present in nursing service or education, there is
an urgent need to make the nurse leaders (educator and administrator) aware and motivate
them for dual role for improving standard of nursing care First and foremost sensitization is
needed to develop an attitude. Policy making is important to implement such responsibilities
to nurse administrators and nurse teachers.
1. TRAITS AND PERSONAL CHARACTERISTICSMany appraisal system focus on personal traits and characteristics
such as ability or stability to handle stress because trait oriented
instruments are in expensive to develop and can be used for a wide
variety of position.
2. RESULTS ORIENTED SYSTEMAll organization, even non-profit health care organizations, needs to
be concerned with the bottom line. If the hospital has a 35% occupancy
rate or 20% employee absenteeism rate its future is in jeopardy.
In recent years therefore top management has turned to
appraising same employees at least partly on results. There are pros
and cons to evaluating health care personnel on such a basis.
3. BEHAVIORAL CRITERIABehavior-oriented system focus on what the employee actually does.
Such as system gives new employee specific information on how they are
expected to behave and is less likely to lead to legal problems. The
behavioral focus facilitates employee development. The major drawbacks
METHOD OF APPRAISAL
1. SELF APPRAISALSEmployees are increasingly being asked to submit written summaries or
portfolios of their work related accomplishments and productivity as
part of the self appraisal process.
Portfolios often provide examples of how the employee has implemented
clinical guidelines; patient outcomes achieved, and sample patient
care documentation (Tailor, 2000). The portfolio also generally
includes the employees goals and an action plan for accomplishing
these goals.
2. APPRAISAL BY OTHERS
RATING ON APPRAISAL BY SUPERVISORGraphic rating scale
Rating
Forced distribution system
o Free writer
o Essay
o Forced choice appraisal
Critical incidence method
Field review techniques
Rating by self and by groups
Feedback of appraisal information
Appraisal using performance statistics
Other method
o MBO
TECHNOLOGY OF APPRAISAL
Since the 1920s, many appraisals tools have been developed. Certain
types of tools or renew techniques have been popular at different
times. Since the early 1990s, the Joint commission an Accreditation of
healthcare organization (JCAHO) has been advocating the use of an
employees job description as the standard for performance appraisals.
The following is an over view of some of the appraisal tools commonly
used in health care organization.
1. TRADITIONAL RATING SCALE
Many organization use a TRS for all employees in a class (example
staff nurse, clinical nurse specialist) regardless of their specific
job setting (example outpatient surgery, ambulatory clinic)
A traditional rating scale includesGeneral performance
Equally weighted dimensions
Absolute judgment standard
Judgment based on supervisors idea.
In filling out a traditional rating scale, the appraiser is required
to reflect on the appraisee performance over the entire evaluation
period (12months) and rate the individuals against the raters internal
standard of performance.
LEADERSHIP ROLES ASSOCIATED WITH PERFORMANCE APPRAISAL1). Uses the appraisal process to motivate employees and promote growth.
2). Uses techniques to reduce the anxiety inherent in the appraisal process.
3). Uses coaching techniques that promote employee growth in work performance.
4)Involves employees in all aspects of performance appraisals.
MANAGEMENT FUNCTION ASSOCIATED WITH PERFORMANCE APPRAISAL1). Use a formalized system of performance appraisal.
2). Gathers data for performance appraisals that are fair and objective.
3). Uses the appraisal process to determine staff education and training needs.
4). Maintain appropriate documentation of appraisal process.
FOLLOWING ARE RECOMMENDATION FOR CONDUCTING AN APPRAISAL INTERVIEW1). Put the employee at ease.
2). Cleary state the purpose of the appraisal interview.
3). Go through the rating one by one with the employee.
4). Draw out the employees reactions to the rating.
5). Decide on specific ways in which performance areas can be strengthened.
6). Set a follow-up data.
7). Express confidence in the employee.
APPRAISAL INTERVIEW DIFFICULTIESa). BEFOREi). Make sure that the conditions mentioned previously have been met.
ii). Select the appropriate time.
iii) Care the employee 2-3 days advance notice of scheduled appraisal.
iv) Personally prepare, mentally and emotionally.
v). Plan a seating arrangement.
b). DURINGI). Greet the employee warmly.
ii) Begin the conference on a pleasant informal notes.
APPROPRIATE
YES
IF THE PROBLEM IS
SKILL RELATED
MOTIVATED RELATED
EXPECTATIONS
CLARIFY EXPECTATION
.COACH
. DETERMINE OBSTACLES
AND REMOVE THEM
SIMPLY TASK
DETERMINE IF DESIRED
PERFORMANCE IS BEING
REASSIGN
PUNISHED, REMOVE PUNISHMENT
REPLACE IF TIME
DETERMINE EMPLOYEE VALUES
REGARDING DOESNT WARRANT OTHER
REWARD, ENSURE EQUITABLE
TREATMENTS
TECHNIQUES
POTENTIAL APPRAISAL PROBLEMS
There are 3 types of potential appraisal problemi) Leniency error
ii) Regency error
iii)Halo error
LENIENCY ERROR
The tendency of a manager to overrate staff performance.
REGENCY ERROR
The tendency of a manager to rate an employee based an recent events,
rather than over the entries evaluation period.
HALO ERROR
The failure to differentiate among the various performance dimension
when evaluating.
CONFLICTS IN APPRAISALS (General problem)
i. BIAS
a). Opportunity biasSome employee have better working conditions, supportive supervisors
more experienced co-workers.
b).Group characteristics biasGroup cohesiveness morale, group interpretation of fair days work.
c). Predictor biasAppraisers knowledge of parts record of an individual.
d). Individuals prejudicesRegarding age, sea, religion behavior.
Ii .EQUIVALANCE
A major aim of appraisal is to compare the performance of an
individual with that of his peer. These assumptions enter that all
individual being compared were subject to similar work environments to
similar inhibitory and facilitator falters assumptions that are rarely
true. Consequently employees subject to less competition or to lenient
appraisers revive higher appraisal higher appraisal than equally
competent or superior associates.
iii. PRESSURE
From power group unions and superiors to rate the subject favorable.
THE APPRAISERWho knows best about an individuals performance is an important
issue in appraisal. Equally important is the question whether the
person who knows, best about the individuals performance is the best
person to record this performance in the light of the organization
objectives.
PERIODICITY OF APPRAISALPerformance appraisal is most often conducted as an annual activity,
though for trainees and new recruits, quarterly frequency is usually
the norm. Thus employees may be rated at the same time during the year
or an anniversary date of employment of the respective individuals.
POINTS ARE TO BE KEPT IN MIND FOR APPRAISING FAIRER AND MORE ACCURATE
ASSESSMENT
1. The appraiser should develop an awareness of his own bias and prejudices.
2. Consultation should be sought frequently.
3. Information should be gathered appropriately
BASIC REQUIREMENT-
BIBLIOGRAPHY