Performance appraisal

Dr. Jayesh Patidar www.drjayeshpatidar.blogspot.com

04/10/2015 1

PERFORMANCE –

2 Elements

MOTIVATION

ABILITY

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 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

• 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


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


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



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 04/10/2015 www.drjayeshpatidar.blogspot.com 12

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

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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. 04/10/2015 www.drjayeshpatidar.blogspot.com 34

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

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Thank You
