Unit 11
STAFF APPRAISAL PROGRAMS
Definitions:
* Systematic evaluation of individual with respect
of their performance on the job and their
potential for development
* giving and receiving feedback that occurs within
most organizations
* Purposes of Performance appraisal :
1.
2.
3.
4.
To determine job competence
To enhance staff development and motivate
personnel toward higher achievement
To recognize employee's accomplishments
To improve communications between
supervisors.
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5. To improve performance, encouraging better
relationships among nurses
6. To aid supervisor’s counseling.
7. To determine training and developmental needs
of nurse.
8. To make inventories of talent within the
organization.
* Uses of performance appraisal:
1. Salary determination
2. Promotion decisions.
3. Transfers.
4. Demotions‫تنزيل الدرجة‬.
5. Staff development.
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* Components of appraisal process:
1.
Day by day supervisor-subordinate
interactions. (coaching, counseling, disciplining)
2. Written documentation
3. The formal appraisal interview.
4. Follow up session may involve training and
discipline when needed.
* Components to be evaluated:
1. Traits: (Personal characteristics)
2. Results.
3. Behavioral criteria: (Professional behavioral
activities).
4. Combining different types of criteria.
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Methods of evaluation:
1. Anecdotal note:
 Are objective descriptions behavior recorded
on paper or a form
*The notations should include who was observed,
by whom, when, and where.
* description of setting or background and the
incident, and recommendations may be
included.
• Good &bad words should be avoided.
2. Checklists:
- Assess the presence or absence of desired
characteristics or behavior. E.g. tangible
variables, and nursing skills.
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3. Rating scales: The most widely used
- Method of rating an individual against a
set standard. ( job description, desired
behaviors or personal traits).
4. Management by objectives (MBO) :
Tool for effective planning and
appraisal. (objectives & not personality
characteristics)
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The following steps guide the employee and
supervisor in their roles. (MBO)
1.
2.
3.
4.
5.
6.
7.
The job description serves as a guide only.
Employee sets short-tern goals and target dates in
cooperation with the manager
Both parties agree upon the evaluation criteria.
Regularly but more than once a year the employee
and supervisor meet to discuss progress. (modification
can be made if both parties agree).
The manager’s role is supportive, assisting the
employee goals.
Manager determines whether goals was achieved or
need coaching and counseling.
The entire process focuses upon results and not
upon personal traits
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Advantages of MBO:
 Employees set their own goals
 Minimize Defensive feeling, and team
work prevails.
 Focus on the controllable present and
future rather than the uncontrollable past.
5. Peer review: (collegial review)
group of registered nurses evaluate the
quality of another registered nurse’s
professional performance .
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* Notes before implementing peer review appraisal
tools:
a. Tools must reflect standards to be measured.
b. Staff must receive orientation to the process
prior to its implementation.
c. Data needs to be obtained from agreed-upon
sources e.g. observations, charts, care plans.
d. Ongoing support, resources, and information
must be available to the staff during the
process.
peer review in nursing should continue to expand
as nursing increases it’s autonomy and
professional status
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6. Appraisal interview: (several kinds)
- Tell and sell = works best with new employee
 Tell and listen = superior speaks half the time and
the subordinate speak for the remainder time.
(good relationship)
* Discipline of personnel:
 Lack of knowledge about policies and procedures
are the cause the disciplinary action.
 Manager should provide orientation for the new
employee. E.g. (employee’s handbook).
 The primary function of discipline is to
encourage the person to behave appropriately in
the future.
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Principle of disciplinary action:
1- Positive attitude:
- manager’s duty is to maintain a positive attitude
by expecting the best from her staff, and
preventing or correcting undesirable behavior
2- Investigate carefully:
- Manager must check allegations‫ادعاءات‬, talk to
witnesses.
- Manager should accept the staff nurses account
until and unless the allegations are proven The
supervisor may wish to consult other
supervisors.
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Principle of disciplinary action.. Cont.:
3- Be prompt:
If the discipline is delayed, the relationship
between the punishment and the offense may
become less clear. (The longer the delay, the more the staff
nurse forgets her actions, and the fewer are the positive educational
effects for the future).
4- Protect privacy:
Disciplinary action affects the ego and it is better
to discuss the situation in private.
Helping the nurse save face, but public reprimand
may be necessary for a nurse who does not
take private criticism seriously.
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Principle of disciplinary action.. Cont.:
5- Focus on the act:
- When disciplining a staff nurse, the supervisor
should focus on unacceptable behaviors not on
personality.
6- Enforce rules consistently:
-Offending employees should be treated equally.
- Consistency reduces the possibility of favoritism.
7- Be flexible:
 A penalty should be determined only after the
entire record of the employee is reviewed, and
should also be taken into consideration.
 (If the supervisor enforces identical penalties for
seemingly similar offenses, she may be excessively
sever with one person and lenient with the other).
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Principle of disciplinary action.. Cont.:
8- Advise the employee:
- Employer must be informed that his conduct is
not acceptable.
9- Take corrective, constructive action:
-The staff nurse should be counseled as to what
behavior is required and how she can avoid
future disciplinary action
10- Follow up:
- Manager should quietly investigate to determine
if the staff nurse's behavior has changed. And
reevaluate the situation to try to determine the
reason for the nurse's attitude.
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