Performance Appraisal method by which, through observation

OBJECTIVES: OF AN EMPLOYEE PERFORMANCE RATING SYSTEM ARE: 1. Providing feedback on employee performance 2. Basis for personnel action a. potentials and promotions b. transfer, demotion, layoff and discharge c. salary increases 3. Management guide in employee counseling and discipline 4. Promotion of better employee-employer relations 5. Improvements of supervision by making the supervisor better aware of his duties 6. Development of employees and supervisors 7. As an agent of change 8. Identification of training needs and management development USES OF EMPLOYEE RATINGS: 1. Used as a tool for developing employees by identifying employees who could be developed to assume greater responsibilities 2. Is an instrument to strengthen employee weak points to make employees more productive and it motivates employees to be more productive on the job 3. Used to measure the contribution of an employee to the organization and to evaluate the performance at work of each employee 4. Tool in personnel planning: to inventory employee talents; to determine present supply or personnel; to plan for possible replacements; to plan for the future manpower needs of an organization 5. Provides the opportunity for a subordinate and his supervisor to have better understanding of organizational concerns contented to a personal goal 6. It helps determine fair pay for performance as well as incentives to be given depending upon the performance of an employee on the job 7. It is an instrument to determine changes in personnel: promotion, transfer, lay off and termination METHODS USED IN PERFORMANCE APPRAISAL: A. Behavior-Oriented Rating Methods 1. narrative essay 2. ranking 3. paired comparisons 4. forced distribution

5. behavioral checklist 6. critical incidents 7. graphic rating scale RATING FACTORS: attendance appearance supendability quality of work quantity of work relationship with people job knowledge

FACTORS TO RATE:

1. Personal traits such as initiative, ability to learn, industry, drive, dependability 2. Actual work performance as shown by the employees knowledge of his present job, 3.
quantity of work done, quality of work, judgment, accuracy and the actual results achieved on the job Personal relations, illustrated by employee cooperation, adaptability, dependability, attitude towards others

SELECTING THE TRAITS: 1. Select the trait that can be defined in unequivocal terms understandable to the raters and the employee alike 2. The trait should be observable and capable of being rated while the employee performs his work. It must be specific rather than general take for instance initiative. Is this trait reflected in the employees performance of his duties? Is this measurable? 3. The trait should be considered important in the successful performance 4. No two or more traits should overlap FREQUENCY OF RATING: one performance appraisal every 6 months or every year

WHO SHOULD EVALUATE PERFORMANCE: 1. the immediate supervisor 2. peers 3. subordinates

4. self-appraisal 5. clients served 6. computer SOME SPECIAL PROBLEMS: 1. The ambiguous young men who are in a hurry to reach the top 2. The second type of employee is the old timer who has lost his confidence and belief in appraisal REASONS FOR CONDUCTING EVALUATION: Evaluation plays an important role in quality and productivity for several reasons: 1. 2. 3. 4. 5. Evaluation ensures that quality nursing care is provided It allows for the setting of sensible objectives and ensure compliance with them It provides standards for establishing comparisons It promotes visibility and a means for employees to monitor their own performance It highlights problems related to quality care and determines the areas that require priority attention 6. Provides an indication of the costs of poor quality 7. Justifies the use of resources 8. Provides feedback for improvement FACTORS CONTRIBUTING TO AN EFFECTIVE PERFORMANCE APPRAISAL SYSTEM: 1. Compatibility between the criteria for individual evaluation and organization goals 2. Direct application of the rated performance to performance standards and objectives expected of the worker 3. Development of behavioral expectations which have been mutually agreed upon by both the rater and the worker 4. Understanding the process and effective utilization of procedure by the rater 5. Rating of each individual by the immediate supervisor 6. Concentration on the strengths and weaknesses to improve individual performance 7. Encouragement of feedback from the rated employees about their performance needs and interests 8. provision for initiating preventive and corrective action and making adjustments to improve performance EVALUATION PRINCIPLES: 1. The evaluation must be based on the behavioral standards of performance which the position requires 2. In evaluating performance, there should be enough time to observe employees behavior

3. The employees should be given a copy of the job description, performance standards and evaluation form before the scheduled evaluation conference 4. The employees performance appraisal should include both satisfactory and unsatisfactory results with specific behavioral instances to exemplify these evaluative comments 5. Areas needing improvement must be prioritized 6. The evaluation conference should be scheduled 7. The evaluation report should be structured COMMON ERRORS IN RATING: 1. 2. 3. 4. 5. 6. 7. 8. 9. discrepancies in interpreting the meaning of factors the halo effect logical error blaming subordinates for errors that are not their fault leniency severity central tendency bias and prejudice previous performance bias

TYPES OF EVALUATION DEVICE:

1. Free-response report
evaluation is asked to comment writing on the quality of the nurses performance in particular position over a given period it lacks objectivity if it concentrates only on those areas of the nurses performance about which the supervisor entertains strong feelings

2. Performance checklist (Douglas)

checklist contains a compilation of all nursing performance expected of the worker the appraisers task is to respond to what is noted by placing a check mark in the yes or no column (Gilles) list of performance criteria [whether behavior is present]

3. Forced-choice rating technique

evaluator chooses from a group of weighted descriptive statements that best describe

4. Management by objectives (MBO)

supervisor gives a rating according to the extent to which the employer meets the objectives previously agreed upon in the absence by both

PRINCIPLES OF DISCIPLINARY ACTION: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. have a positive attitude investigate carefully be prompt protect privacy focus on the act enforce rules consistently be flexible advise the employee take corrective constructive action follow-up

PENALTIES:

1. Oral reprimand 2. Written reprimand

indicates the name of the worker, the name of the manager, the nature of the problem, the plan for correction and the consequences of future repetition

3. Other penalties
fines, loss of privileges, lay-off, demotion and discharge

COMPONENTS OF A DISCIPLINARY ACTION: 1. 2. 3. 4. codes of conduct authorized penalties records of offenses and corrective measures right of appeal

MODIFICATIONS OF EMPLOYEE BEHAVIOR:

1. Reinforcements
positive reinforcement is the probability of a recurrences

2. Shaping
a behavior modification technique used within the response does not meet the criteria

3. Extinction
withholding reinforces will decrease the probability of the occurrence of the behavior

4. Punishment
decreasing the probability of a response by pairing the behavior with an aversive stimulus

BEHAVIOR MODIFICATIONS FOR AN EMPLOYEE WITH PERFORMANCE PROBLEM: 1. Identify the performance problem and analyze the antecedent, behavior and consequence 2. Determine base line frequency 3. Select appropriate reinforcement, extinction, punishment or any combination of intervention strategies to decrease the frequency of the undesirable behavior STEPS IN DESIGNING & IMPLEMENTING PERFORMANCE EVALUATION PROGRAM: 1. Review the stated philosophy, purpose and objectives of nursing services 2. Make sure the general standards of job performance can be identified for each job 3. Consult with assistants and a quality control expert to develop an appraisal rating system for professional and non-professional employee 4. Develop and initiate a training program for all individuals who will use the appraisal tool 5. Accept managerial and supervisory responsibilities to achieve organizational objectives and improve the performance of workers 6. Communicate with workers, informing them what is specifically expected of them, what and how it is to be done 7. Assess workers behavioral actions by close observation and provide guidance on setting their own objectives 8. Assign appropriate authority to workers 9. Interview, test, select and train workers to perform the activities of their job to meet defined standards 10. Initiate and support communication feedback among peers 11. Reduce and remove barriers and stambling blocks to effective performance 12. Provide the necessary resources required for acceptable performance 13. Use dimensions of a participative approach in performance appraisals 14. Implement the incentive compensation plan for commendable performance and penalties 15. Review periodically the effectiveness of the incentive plan PSYCHOLOGICAL REQUIREMENTS OF EACH JOB WHEN DEVELOPING A SOUND: 1. 2. 3. 4. The job must be reasonable; full use of capacities Each worker must know what the job is and how to perform in it Each worker must some area of decision making in order to exercise personal discretion

5. Each worker must be able to relate the job to contributions to nursing hospital and community 6. Each worker needs to feel that a standard performance of a job can lead to some kind of desirable future that may not necessarily involve emotions GOALS & OBJECTIVES OF PERFORMANCE APPRAISAL: 1. Systematic analysis of all important aspects of an employees performance not just isolated incidents of behavior on outstanding examples 2. Collection of objective evidence of the relative merits of various employees to enable management to 3. work, favoritism and influence in the evaluation of employee performance