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. Lee’s
performance in these two areas.
Discuss this with your partner, Mrs. X
Dr. S.J. NALINI
Reader
Faculty of Nursing, Sri Ramachandra University
PERFORMANCE –
2 Elements
 MOTIVATION
 ABILITY
MOTIVATION
the ability to get individuals to do
what you want them to do, when and
how you want it done
FIND THE RIGHT REWARDS
IN ORDER TO MOTIVATE
OTHERS!
Personal
Economic
Creative
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
COMPREHENSIVE
APPRAISAL SYSTEM
Determine ability required
Match ability of job and employee
Improve employee’s abilities
(staff development)
Enhance employee’s motivation (reward
system)
A simplified model of job
performance
MOTIVATION
ABILITY
•
•
•
•
• Responsibilities
• Education –
Basic/
advanced
• CNE
• Skills/abilities
Benefits
Job design
Leadership style
Recruitment and
selection
• Employee
goals/needs/
abilities
EMPLOYEE
PERFORMANCE
•Daily performance
•Attendance
•Punctuality
•Adherence to
Policies/procedures
•Absence of incidents
errors/accidents
•Honesty
•Trustworthiness
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
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
PERFORMANCE APPRAISAL
Definition
• Is a periodic formal evaluation of how
well the nurse has performed her duties
during a specified period
-
Ann Mariner
GOAL OF PERFORMANCE
APPRAISAL?
 To improve performance
 Letting employee “know where they
stand”
 Giving performance feedback - strongest
nonfinancial reward!
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 employees
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
Evaluation Philosophy
 ABSOLUTE JUDGEMENT:
Based on reasonable and acceptable
standards set by the organization
 COMPARATIVE JUDGEMENT:
Employees are compared with each other
Errors in evaluation
▲ Halo error
▲ Horns error
▲ Contrast error
▲ Leniency error
▲ Recency error
Guidelines for Performance Criteria
Realistic
Measurable and verifiable
Practical
Relevant
Non Discriminating
Stable
Time bound
Written
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
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
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
PERFORMANCE
MEASUREMENT TOOLS
Anecdotal Notes
Checklists
Rating Scale
Numerical
Graphic
Descriptive
Frequency rating scale
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
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
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
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
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
Key concept:
Clients, peers and superiors are
always evaluating a nurse’s
performance!
Who is a peer?
• A peer is a person of the same
profession, grade or setting.
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
• 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.
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
Advantages & Limitations
Advantages:
 Accountability and responsibility for
nursing performance.
Limitations:
 Threatening and time consuming
 Risk of rating candidates too high or too
low
Appraisal interview
Tell and sell
Tell and listen
Problem solving
Goal setting
Appraisal interview style
Purposes of evaluation
Manager’s philosophy of management
Institutional guidelines
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.
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