PERFORMANCE APPRAISAL

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Performance Appraisal
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Mrs. X is an RN who has been employed in your
hospital for ten years. She is a middle aged
woman supporting a large family and it is common
knowledge that she moonlights at a nursing home
on her days off. Her work is generally of high
quality but in reviewing her past performance
appraisals you notice that in the last four years
at each evaluation she has been rated
unsatisfactory for being on duty promptly as
well as for not attending staff development
programs. Since you are the new unit manager, you
would like to be able to improve Ms. Lees
performance in these two areas.Discuss this
with your partner, Mrs. X
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PERFORMANCE 2 Elements

• MOTIVATION
• ABILITY

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the ability to get individuals to do what you
want them to do, when and how you want it done
MOTIVATION
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FIND THE RIGHT REWARDSIN ORDER TO MOTIVATE
OTHERS!

• Personal
• Economic
• Creative

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MOTIVATION

• Understanding how others work.
• Some internal or external force to
• move human beings to continuous
• high levels of productivity.
• Have an effect on outcomes such
• as performance, turnover, and
• absenteeism

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COMPREHENSIVE APPRAISAL SYSTEM

• Determine ability required
• Match ability of job and employee
• Improve employees abilities
• (staff development)
• Enhance employees motivation (reward system)

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A simplified model of job performance

• MOTIVATION
• Benefits
• Job design
• Leadership style
• Recruitment and selection
• Employee goals/needs/
• abilities

• ABILITY
• Responsibilities
• Education Basic/
• advanced
• CNE
• Skills/abilities

• EMPLOYEE
• PERFORMANCE
• Daily performance
• Attendance
• Punctuality
• Adherence to
• Policies/procedures
• Absence of incidents/
• errors/accidents
• Honesty
• Trustworthiness

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PERFORMANCE APPRAISAL

• Systematic, standardized evaluation of an
  employee by the supervisor, aimed at judging the
  value of the employees work contribution,
  quality of work, and potential for advancement

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PERFORMANCE APPRAISALDefinition

• The process of interaction, written
  documentation, formal interview and follow up
  that occurs between managers and their employees
  in order to give feedback, make decisions and
  cover fair employment practice law
• - Eleanor J Sullivan

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PERFORMANCE APPRAISALDefinition

• Is a periodic formal evaluation of how well the
  nurse has performed her duties during a specified
  period
• - Ann Mariner

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GOAL OF PERFORMANCE APPRAISAL?

• To improve performance
• Letting employee know where they
• stand
• Giving performance feedback - strongest
• nonfinancial reward!

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Purposes

• Determine job competence
• Enhance staff development
• Discover employees aspirations
• Recognize accomplishments
• Improve communications
• Aid in managers coaching and counseling
• Determine training and developmental needs
• Make inventories of talents
• Select for advancement of salary
• Identify unsatisfactory employees

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Is your appraisal system nondiscriminatory?

• Be in writing and carried out at least once in a
  year
• Share with employee
• Opportunity to respond in writing
• Appeal the results
• Opportunity for observation
• Maintenance of Anecdotal reports/critical
  incidents
• Training of evaluators
• Focus on employee behavior and results rather on
  personal traits or characteristics

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Evaluation Philosophy

• ABSOLUTE JUDGEMENT
• Based on reasonable and acceptable standards
  set by the organization
• COMPARATIVE JUDGEMENT
• Employees are compared with each other

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Errors in evaluation

• Halo error
• Horns error
• Contrast error
• Leniency error
• Recency error

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Guidelines for Performance Criteria

• Realistic
• Measurable and verifiable
• Practical
• Relevant
• Non Discriminating
• Stable
• Time bound
• Written

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PERFORMANCEAPPRAISAL PROCESS

• Step 1
• Assess institutional and personal needs and set
  goals
• Step 2
• Establish objectives and time frame
• Step 3
• Assess progress
• Step 4
• Evaluate progress

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Performance Appraisal Mechanisms

• Personal
• Peer
• Managerial evaluation
• Evaluative
• Making decisions/rewards (past performance)
• Judgmental or developmental
• Role as counselor, areas of improvement
• Identifying resources available

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FORMAL AND INFORMAL PROCESS

• Informal - day-to-day
• Coaching - approach to developing people
• Ongoing, face-to-face collaboration
• Formal
• Written documentation
• Formal appraisal interview with follow-up
• Work is measured against some standard for the
  purposes of determining the level of quality of
  job performance

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PERFORMANCE MEASUREMENT TOOLS

• Anecdotal Notes
• Checklists
• Rating Scale
• Numerical
• Graphic
• Descriptive
• Frequency rating scale

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PERFORMANCE MEASUREMENT TOOLS

• Behaviorally Anchored Rating Scales
• (BARS)/
• Behavioral expectation scales (BES)
• Behavioral Observation scales (BOS)
• Ranking
• - Paired comparison N(N-1)/2
• Management by objectives

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Management by Objectives

• Review the mission and group objectives
• List major job responsibilities
• Determine expected levels of accomplishment
• Meet manager to establish priorities
• Develop plans for the accomplishment of the
  objectives
• Annual review comparison of actual results
  with expected levels of accomplishment

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Advantages of MBO - staff

• Works on participative management
• Based on characteristics of a specific person
  and job
• Control and emphasis over future
• Awareness of the standards of judgment, goals,
  priorities and deadlines
• Understanding about progress
• Stimulates higher individual performance / morale

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Advantages of MBO - manager

• Reservoir of personnel data and performance
  information
• Basis for promotion/ compensation
• Relationship with staff as coach
• Directs work activities towards organization
  goals
• Facilitates planning
• Objective appraisal criteria
• Reduces role conflict

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Limitations of MBO

• Difficult of implement
• Needs teaching and reinforcement
• Manager responsible for assessing results and not
  activities directed towards results
• Some nurses do not want to be involved in setting
  goals
• Only lip service
• Stresses on results but not on methods to achieve
  them
• Frustration when higher goals are set
• Neglects qualitative factors
• No comparative data for promotion/ salary increase

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Key conceptClients, peers and superiors are
always evaluating a nurses performance!
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Who is a peer?

• A peer is a person of the same profession, grade
  or setting.

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Peer review

• A process whereby a group of practicing
  registered nurses evaluate the quality of another
  RNs professional performance
• Ann Mariner
• A process by which other employees assess and
  judge the performance of professional peers
  against predetermined standards
• - Eleanor J Sullivan

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• An organised effort where people critically
  appraise, systematically assess, monitor, make
  judgements, determine their strengths and
  weakness and review the quality of their
  practice, to provide evidence to use as the basis
  of recommendations by obtaining the opinion of
  their peers.
• Offers staff an opportunity to both give and
  receive support, and to network across the site
  involved.

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Peer evaluation process

• Review of employees self evaluation form
• Reference letters, committee work, special
  projects, additional education, contributions to
  nursing
• Performance evaluation by manager
• Review of past performance, care plans and
  charting
• Assessments, observation of the nurse
• Interviews with her patients
• Summary of findings
• Presentation of findings and recommendations to
  the nurse

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Advantages Limitations

• Advantages
• Accountability and responsibility for nursing
  performance.
• Limitations
• Threatening and time consuming
• Risk of rating candidates too high or too low

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Appraisal interview

• Tell and sell
• Tell and listen
• Problem solving
• Goal setting

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Appraisal interview style

• Purposes of evaluation
• Managers philosophy of management
• Institutional guidelines

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Key behaviors for an appraisal interview

• Put the employee at ease
• Atmosphere creation
• Clearly state the purpose of the interview
• Go through the ratings one by one with the
  employee
• Draw out the employees reactions to the ratings
• Decide on specific ways in which performance
  areas can be strengthened
• Set a follow up date
• Express confidence in the employee.

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PERFORMANCE APPRAISAL OUTCOMES

• improve performance
• improve communication
• reinforce positive behavior
• method to communicate/correct
• provide basis for regards/basis for motivation
• provide basis for termination if necessary
• identify learning needs and develop personnel

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