INTRODUCTION:

A desired result of any employee’s behavior is effective job performance. An important part of behavior manager’s job is to define performance in advanced and to state desired results. Performance related behaviors are directly associated with job tasks and need to be accomplished to achieve a job’s objectives.

An hospital administrator has to have information regarding the performance of all the personal working in the hospital. Except for the few top administrative officers(managers). The administrator will not have direct information of those working in a medium sized or large sized hospital. There is a need for a system of performance appraisals.

DEFINITION:

1. Performance appraisals is the evaluation of work done (quality, quantity, and the manner it is carried out) during a specified time period against the background of the total work situation.

2. Performance appraisals is the planning and record of certain personality and behavioral characteristics of the individual, effectiveness at the job and contribution to the achievement of organizational goal.

3. Performance appraisal is the process of interaction written documentation, formal interview and follow-up that occurs between managers and their employee to give feedback, make decision and cover for employment practice law.

4. It is a systematic evaluation of a individual of respect his or her performance on the job his or her potential for development

Purpose of performance appraisal:

1. Employee performance

2. Employed development

3. Supervisory understanding

4. Guide to job change

5. Salary and wage administration

6. Coaching and counseling

7. Remaining dissatisfaction

8. Validating personnel programmer.

Appraisal process:

1. To set standard based on job analysis.

2. Communicate standard of job performance.

3. Measure performance

4. Compare performance to standard

5. Rate the employee performance

6. Communicate the rating to the employee

7. Use the appraisal for decision making and developmental process.

Principles of performance appraisal:

The nurse’s evaluation should be based on –

1. Behaviorally, Oriented performance standards for the position that she occupies.

2. Adequate and representative sample of the individual’s behavior should be observed in evaluating her performance.

3. The individuals should be given a copy of job description format standard and evaluation form

4. In documentary employees performance appraisal the supervisor should indicate this area. In which performance is satisfactory and these in which improvement are needed.

5. If we want the improvement in several area then specify which area are to be given priority.

6. Evaluation conference should be scheduled at a time convenient for both

Components to be evaluated:

Nurses engage in a variety of job related activities. To reflect the multidimensional nature of the job, the performance appraisal form usually requires a nurse manager to rate several different performance dimensional such as use of the nursing process, professionalism, safety, continuing education and initiative.

In developing an appraisal device, an organization can focus on employee trails, results, behaviors, and or same combination thereof (Bernardin and Beatly 1984). The specific focus of the form affects the whole appraisal process.

1. Traits and personal characteristics:

Many appraisal system focus on personal traits and characteristics such as ability or stability to handle stress because trait oriented instruments are in expensive to develop and can be used for a wide variety of position.

2. Results oriented system:

All organization, even non-profit health care organizations, needs to be concerned with the bottom line. If the hospital has a 35% occupancy rate or 20% employee absenteeism rate its future is in jeopardy.

In recent years therefore top management has turned to appraising same employees at least partly on results. There are pros and cons to evaluating health care personnel on such a basis.

3. Behavioral criteria:

Behavior-oriented system focus on what the employee actually does.

Such as system gives new employee specific information on how they are expected to behave and is less likely to lead to legal problems. The behavioral focus facilitates employee development. The major drawbacks of a behavior-oriented appraisal system are that it is relatively time consuming and tied to only job or narrow range job.

4. Combining different of criteria:

In such a system each employee may have a few major objectives, he or she is expected to accomplish. In addition to being evaluated on whether these results were attained, individuals are also evaluated in terms of both general personal characteristics and behaviorally specific criteria.

Formats for appraisal:

Several techniques exist for appraisal of employees in an organization. Each has its own combination of strengths and weakness. No one technique by it self is able to achieve all the purpose for which management institutes the appraisal program. The choice of a particular technology depends on three major factors-

1. Utilization criteria

Why is performance evaluation being done?

The objective may be for disciplinary action, feedback for employee development, promotion, selection or training.

2. Qualitative criteria

Consideration of organizational constraints assumptions of the method relevance of evaluation criteria, data availability, practicality, potential for equilence and interpretability.

3. Quantitative criteria

Psychometric property of the evaluation-reliability, discriminability accuracy, inherent rating occurs. A technique which is potentially less subjective and more objectives than another is to preferred. ‘Objective’ is the ability of the format to bring out impartial, reliable and valid information about the individual.

Method of appraisal

1. Self appraisals-

Employees are increasingly being asked to submit written summaries or portfolios of their work related accomplishments and productivity as part of the self appraisal process.

Portfolios often provide examples of how the employee has implemented clinical guidelines; patient outcomes achieved, and sample patient care documentation (Tailor, 2000). The portfolio also generally includes the employee’s goals and an action plan for accomplishing these goals.

2. Appraisal by others rating on appraisal by supervisor

· Graphic rating scale

· Rating

· Forced distribution system

o Free writer

o Essay

o Forced choice appraisal

· Critical incidence method

·Field review techniques

· Rating by self and by groups

· Feedback of appraisal information

· Appraisal using performance statistics

· Other method

o MBO

Technology of appraisal

Since the 1920s, many appraisals tools have been developed. Certain types of tools or renew techniques have been popular at different times. Since the early 1990s, the Joint commission an Accreditation of healthcare organization (JCAHO) has been advocating the use of an employee’s job description as the standard for performance appraisals.

The following is an over view of some of the appraisal tools commonly used in health care organization.

1. Traditional rating scale

· Many organization use a TRS for all employees in a class (example staff nurse, clinical nurse specialist) regardless of their specific job setting (example outpatient surgery, ambulatory clinic)

· A traditional rating scale includes-

· General performance

· Equally weighted dimensions

· Absolute judgment standard

· Judgment based on supervisor’s idea.

· In filling out a traditional rating scale, the appraiser is required to reflect on the appraisee’ performance over the entire evaluation period (12months) and rate the individuals against the raters internal standard of performance.

2. Forced distribution evaluation

This is similar to grading on a curve. The manager is required to rate employees in a fixed manner. If the rating scale has five categories Advantages- In that all employees can’t be given average or good ratings, some rated better than others.

Disadvantages-

i) It is ‘too gross’ doesn’t discriminate better individuals in a group.

ii) Problem occurs borderline cases.

iii) The scale doesn’t explain the reason for certain performance gradation and employee doesn’t know what specifically he must do to improve his performance.

The manager may be required to spread employees rating equally over the five categories.

Because this technique is constraining restrict severely

Because of general dislike of forced distribution system, they are not commonly used.

3. Trait rating scale

A rating scale is a method of rating a person against a set standard, which may be the job description, desired behavior, or personal traits. The rating scale is probably the most widely used of may available appraisal method.

Rating personal traits and behavior is the oldest type of rating scale.

There are two types of rating scales mainly used in many organization

a) Job Dimension Scale

b) Behavior Anchored Rating Scale

Job dimension scale-

This technique requires that a rating scale be constructed for each job classification. The rating factors are taken from the context of the written job description.

Weakness- It focuses on job requirements rather than ambiguous terms such as ‘quantity of work’.

Behaviorally anchored rating scale-

First developed by Smith and Kendall for staff nurse in 1963, the BARS assumes the following-

· A person’s effectiveness on the job can be best inferred from the behavior on the job rather than on personality traits. Evaluation of behavior is more objectives than judging personality traits.

· The employee’s performance is complex results from several dimension. The amount or degree of each dimension can be effectively recorded through statement rather than by mere numerical gradation.

·During the evaluation process, BARS forces appraisal to focus on an employee’s actual behavior.

Limitation

1. The process of BARS construction is time consuming.

2. BARS developed for one situation can’t be easily used in another situation as the job requirements may be different in another situation.

4. Checklist

There are several types of checklist appraisal tools-

a). Weighted scale

b). Forced checklist

c). simple checklist

a). Weighted Scale

It is most frequently used checklist, is composed of many behavioral statements that represent desirable job behaviors. Each of these behavior statements has a weighted score attach to it. Employee receives an overall performance appraisal score based on behavior or attributes.

b). Forced Checklist

It requires that the supervisor select an undesirable and a desirable behavior for each employee. Both desirable and undesirable behavior has quantitative values, and the employee again ends up with a total score on which certain employment decisions are made.

c). Simple checklist

It is composed of numerous words or phrases describing various employee behavior or traits. These descriptors are often clustered to represent different aspects of one dimension of behavior, such as assertiveness or interpersonal skill.

Limitation

1). There is no set performance standard.

2). Specific components of behavior are not addressed.

5. Essays

The essay appraisal method is often referred to as the free from review. The appraiser describes in narrative form an employee’s strength and areas where improvement or growth is needed.

Although this method can be unstructured it usually call for certain items to be addressed. This technique has some strength because it forces the appraisal to focus on positive aspects of the employee’s performance. However, a greater opportunity for personal has undoubtedly exists.

6. Peer review:

When monitoring and assessing work performance are carried out by peers rather than by supervisors. It is referred to as peer review. Most likely, the managers review of the employee is not complete unless some type of peer review. When implemented property, provides the employee with valuable feed back that can promote growth.

Advantage:

It also can provide learning opportunity for the peer reviews. Taylor(2000) suggests that peers who work together have a level of insight in to each others clinical practice and that peer review provide them an opportunity to receive better feedback about self improvement.

Disadvantage:

As evidence by some university teacher receiving by justified tenure or the failure of physicians to maintain adequate quality control among some individual’s in the profession. It involves much risk taking. Time consuming. Requires a great deal of energy.

7. Performance appraisal interview:

In performance appraisal interview the nurse manager need to establish that performance has been carefully assessed that, when merited, rewards will be forthcoming.

Developmental activities also need to be derived from an accurate evaluation. If an employee is rated on “needs immediate improvement” on delegation skills, for example-Any effort to remedy this deficiency must stem from the employee’s acceptance of the need for improvement in delegation.

The appraisal interview is most likely to go well if the nurse manager has written and shared critical incidents throughout the evaluation period. If such feedback has occurred, staff members go in to the interview with a good idea of how they are likely to be rated, as well as what behavior led to the rating.

If nurse manager has not kept notes throughout the year, It is important to recall numerous, specific examples of behavior, both positive and negative to support the rating given.

Leadership roles associated with performance appraisal:

1). Uses the appraisal process to motivate employees and promote growth.

2). Uses techniques to reduce the anxiety inherent in the appraisal process.

3). Uses coaching techniques that promote employee growth in work performance.

4) Involves employees in all aspects of performance appraisals.

Management function associated with performance appraisal:

1). Use a formalized system of performance appraisal.

2). Gathers data for performance appraisals that are fair and objective.

3). Uses the appraisal process to determine staff education and training needs.

4). Maintain appropriate documentation of appraisal process.

Following are recommendation for conducting an appraisal interview:

1). Put the employee at ease.

2). Cleary state the purpose of the appraisal interview.

3). Go through the rating one by one with the employee.

4). Draw out the employee’s reactions to the rating.

5). Decide on specific ways in which performance areas can be strengthened.

6). Set a follow-up data.

7). Express confidence in the employee.

Appraisal interview difficulties:

a). BEFORE-

i). Make sure that the conditions mentioned previously have been met.

ii). Select the appropriate time.

iii) Care the employee 2-3 days advance notice of scheduled appraisal.

iv) Personally prepare, mentally and emotionally.

v). Plan a seating arrangement.

b). DURING-

I). Greet the employee warmly.

ii) Begin the conference on a pleasant informal notes.

iii) Avoid surprises.

iv) Use caching technique.

v). Conduct the conference in a nondirective manner.

vi) Focus on employee performance.

vii)Use term language which are easily understood.

c). AFTER-

i). Both the manager and employee need to sign the appraisal form.

ii). End the conference in a pleasant notes.

iii) Documents the goals.

iv) The manager should develop a method of follow-up to ensure such coaching task place.

Potential appraisal problems:

There are 3 types of potential appraisal problem-

i) Leniency error

ii) Regency error

iii)Halo error

Leniency error

The tendency of a manager to overrate staff performance.

Regency error

The tendency of a manager to rate an employee based an recent events, rather than over the entries evaluation period.

Halo error

The failure to differentiate among the various performance dimension when evaluating.

Conflicts in appraisals:(General problem)

i. BIAS:

a). Opportunity bias-

Some employee have better working conditions, supportive supervisors more experienced co-workers.

b).Group characteristics bias-

Group cohesiveness morale, group interpretation of fair day’s work.

c). Predictor bias-

Appraiser’s knowledge of parts record of an individual.

d). Individuals prejudices-

Regarding age, sea, religion behavior.

ii . Equivalence:

A major aim of appraisal is to compare the performance of an individual with that of his peer. These assumptions enter that all individual being compared were subject to similar work environments to similar inhibitory and facilitator falters assumptions that are rarely true. Consequently employees subject to less competition or to lenient appraisers revive higher appraisal higher appraisal than equally competent or superior associates.

iii. Pressure:

From power group unions and superiors to rate the subject favorable.

The appraiser:

“Who knows best about an individual’s performance” is an important issue in appraisal. Equally important is the question whether the person who knows, best about the individual’s performance is the best person to record this performance in the light of the organization objectives.

Periodicity of appraisal-

Performance appraisal is most often conducted as an annual activity, though for trainees and new recruits, quarterly frequency is usually the norm. Thus employees may be rated at the same time during the year or an anniversary date of employment of the respective individuals.

ASSESS PERFORMANCE
IS THERE IS PROBLEM		®	GIVE FEEDBACK AS
¯			¯
YES			NO
IF THE PROBLEM IS			APPROPRIATE
SKILL RELATED	MOTIVATED RELATED
¯	¯
·EXPECTATIONS	·CLARIFY EXPECTATION
·.COACH	·DETERMINE OBSTACLES AND REMOVE THEM
·SIMPLY TASK	·DETERMINE IF DESIRED PERFORMANCE IS BEING
· REPLACE IF TIME	·DETERMINE EMPLOYEE VALUES REGARDING DOESN’T WARRANT OTHER
TECHNIQUES	REWARD, ENSURE EQUITABLE TREATMENTS

Performance Appraisal System