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Performance appraisal
- 2. PERFORMANCE – 2 Elements MOTIVATION ABILITY
- 3. the ability to get individuals to do what you want them to do, when and how you want it done MOTIVATION 04/10/2015 www.drjayeshpatidar.blogspot.com 3
- 4. FIND THE RIGHT REWARDS IN ORDER TO MOTIVATE OTHERS! Personal Economic Creative
- 5. 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
- 6. COMPREHENSIVE APPRAISAL SYSTEM Determine ability required Match ability of job and employee Improve employee’s abilities (staff development) Enhance employee’s motivation (reward system) 04/10/2015 www.drjayeshpatidar.blogspot.com 6
- 7. 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 04/10/2015 www.drjayeshpatidar.blogspot.com 7
- 8. PERFORMANCE APPRAISAL Systematic, standardized evaluation of an employee by the supervisor, aimed at judging the value of the employee’s work contribution, quality of work, and potential for advancement
- 9. PERFORMANCE APPRAISAL Definition • 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 04/10/2015 www.drjayeshpatidar.blogspot.com 9
- 10. PERFORMANCE APPRAISAL Definition • Is a periodic formal evaluation of how well the nurse has performed her duties during a specified period - Ann Mariner 04/10/2015 www.drjayeshpatidar.blogspot.com 10
- 11. GOAL OF PERFORMANCE APPRAISAL? To improve performance Letting employee “know where they stand” Giving performance feedback - strongest nonfinancial reward!
- 12. Purposes Determine job competence Enhance staff development Discover employee’s aspirations Recognize accomplishments Improve communications Aid in manager’s coaching and counseling Determine training and developmental needs Make inventories of talents Select for advancement of salary Identify unsatisfactory employees04/10/2015 www.drjayeshpatidar.blogspot.com 12
- 13. 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 04/10/2015 www.drjayeshpatidar.blogspot.com 13
- 14. Evaluation Philosophy ABSOLUTE JUDGEMENT: Based on reasonable and acceptable standards set by the organization COMPARATIVE JUDGEMENT: Employees are compared with each other 04/10/2015 www.drjayeshpatidar.blogspot.com 14
- 15. Errors in evaluation ▲ Halo error ▲ Horns error ▲ Contrast error ▲ Leniency error ▲ Recency error 04/10/2015 www.drjayeshpatidar.blogspot.com 15
- 16. Guidelines for Performance Criteria Realistic Measurable and verifiable Practical Relevant Non Discriminating Stable Time bound Written 04/10/2015 www.drjayeshpatidar.blogspot.com 16
- 17. PERFORMANCE APPRAISAL 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 04/10/2015 www.drjayeshpatidar.blogspot.com 17
- 18. 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 04/10/2015 www.drjayeshpatidar.blogspot.com 18
- 19. 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 04/10/2015 www.drjayeshpatidar.blogspot.com 19
- 20. PERFORMANCE MEASUREMENT TOOLS Anecdotal Notes Checklists Rating Scale Numerical Graphic Descriptive Frequency rating scale 04/10/2015 www.drjayeshpatidar.blogspot.com 20
- 21. 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 04/10/2015 www.drjayeshpatidar.blogspot.com 21
- 22. 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 04/10/2015 www.drjayeshpatidar.blogspot.com 22
- 23. 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 04/10/2015 www.drjayeshpatidar.blogspot.com 23
- 24. 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 04/10/2015 www.drjayeshpatidar.blogspot.com 24
- 25. 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 04/10/2015 www.drjayeshpatidar.blogspot.com 25
- 26. Key concept: Clients, peers and superiors are always evaluating a nurse’s performance! 04/10/2015 www.drjayeshpatidar.blogspot.com 26
- 27. Who is a peer? • A peer is a person of the same profession, grade or setting. 04/10/2015 www.drjayeshpatidar.blogspot.com 27
- 28. Peer review • A process whereby a group of practicing registered nurses evaluate the quality of another RN’s professional performance Ann Mariner • A process by which other employees assess and judge the performance of professional peers against predetermined standards - Eleanor J Sullivan 04/10/2015 www.drjayeshpatidar.blogspot.com 28
- 29. • 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. 04/10/2015 www.drjayeshpatidar.blogspot.com 29
- 30. Peer evaluation process Review of employee’s 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 04/10/2015 www.drjayeshpatidar.blogspot.com 30
- 31. Advantages & Limitations Advantages: Accountability and responsibility for nursing performance. Limitations: Threatening and time consuming Risk of rating candidates too high or too low 04/10/2015 www.drjayeshpatidar.blogspot.com 31
- 32. Appraisal interview Tell and sell Tell and listen Problem solving Goal setting 04/10/2015 www.drjayeshpatidar.blogspot.com 32
- 33. Appraisal interview style Purposes of evaluation Manager’s philosophy of management Institutional guidelines 04/10/2015 www.drjayeshpatidar.blogspot.com 33
- 34. 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 employee’s 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.04/10/2015 www.drjayeshpatidar.blogspot.com 34
- 35. 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 personnel04/10/2015 www.drjayeshpatidar.blogspot.com 35