Performance Appraisal- is a method of acquiring and processing information needed to improve the individuals performance and accomplishments.

-is a control process in which employees performance is evaluated against standards. -it is the most valuable tool in controlling human resources and productivity. -is an important managerial controlling responsibility that determines how well employees carry out the duties of their assigned job. -let employees know the level of their job performances as well as the expectations of the organization for them. History of Performance Appraisal 1920s-sytematic employees appraisals have been used in management. 1950s- performance appraisal was used as a tool to promote employee growth. *At one time the appraisal was called a merit rating-was tied fairly closely to salary increase. *More recently it was called performance evaluation-implies that personal values are being placed on the performance review. *Some organizations use the terms competency assessment, effectiveness growth or service rating. *Performance appraisal implies an appraisal of how well employees perform the duties of their job as delineated by the job description. Sources of Information in Performance Appraisal Managers and Supervisors- are the traditional source of appraisal information because they are often in the best position to observe an employees performance. Peers and Team members- are best at identifying leadership potential and interpersonal skills. Subordinates- give superiors feedback on how their employees view them and are used only for developmental purposes. Internal and External customers- are used as sources of performance appraisal information particularly for companies. *External Customers- used for sometime to appraise restaurant employee.

*Internal Customers- can include anyone inside the organization who depends on an employees work output. Purposes of Performance Appraisal A performance appraisal is used to: Determine salary standard and merit increases Select qualified individual for promotion or transfer Identify unsatisfactory employees for demotion or termintation Make inventories of talents within the institution Determine training and developmental needs of employees Improve the performance of work groups by examining, improving, correcting interrelationship between members Improve communication between supervisor and employees and reach an understanding on the objectives of the job Establish standards of supervisory performance Discover the aspirations of employees and reconcile these with the goals of the institution Provide Employee recognition for accomplishments Inform employees where they stan

Components of the Performance appraisal

Performance Appraisal

Goal Setting or Position Description

Appraisal Interview

Work Standards or Performance Measurement

Job Performance

Goals, Positions, Descirptions and Work Standards Responsibilities, Duties, functions and similar elements are associated with every job. They must be set forth in a formal position description or verbally described to the new employee. Work standards specify the quantity and quality expected for each of the duties. The work standard would state the anticipated number of patients, the probable number of assistants, the level of responsibility and the expected quality of care. Functional, ongoing jobs that are part of over all operation are usually defined in a position description. A work standard is the agreement or contract between the employee and the supervisor regarding the level of performance expected and how satisfactory performance will be measured.

Job Performance and Supervision Between performance appraisal interviews nurse managers need to record anecdotal records on each employee as to their compliance with work standards and progress in achieving their goals. Most employees try to perform their assigned jobs in a manner they perceive as competent and productive. Feedback should be normal part of the daily supervisor-employee relationship. Employees must identify job problems to their supervisor and likewise supervisor must identify employees when employees performance requires improvement. Appraisal Interview Employees want to know how well they are performing their job. To know this, they need feedback about how other perceive their endeavors. They also need to validate their own perceptions as to their contributions to the organization. The Performance Appraisal Interview provides an excellent opportunity for management and employees to formally provide this feedback. This interview also provides opportunity for an employee to point out job stresses and to suggest ways the supervisor could improve work conditions. Factors Influencing Effective Performance Appraisal 1. Appraisal should be based on a standard - employees in the same classification are held accountable. -must be communicated clearly to employees at the time they are hired and maybe a job description or an individual goal set by staff for the purpose of performance appraisal.
2. Employee should have input into development of the standard

- Performance of the employee is judged. 3. Emxployee must know the standard in advance

4. Employee must know the sources of data gathered for the appraisal - the appraisal tends to be more accurate if various sources and types of information are solicited. -sources include: peers, co-workers, nursing care plans, patients and personal observations. -employees should be told which sources will be used and how such information will be weighted. 5. Appraiser should be someone who has observed employees work -is appropriate and advisable in most instances for the head nurse and supervisor to be involved. -employees must believe that the person doing the major portion of the review has actually observed their work. Example: the charge nurse who works directly with the staff nurse should be involved in the appraisal process and interview. 6. Appraiser should be someone who the employee trusts and respects - increases the chance that the employee will view the appraisal as a fair and accurate assessment of work performance Judgement Approaches to Performance Appraisal 1. Relative Judgements- employees are compared to one another. Advantages: a.) requires supervisors to make difficult choices b.) supervisors who want to like them typically prefer to rate most as excellent Disadvantages: a.) performance distributions may vary among units b.) reduce cooperation among workers 2. Absolute Judgement-evaluate the performance of the employees against performance standards. Advantages: a.) evaluation data are comparable from one unit to another.

b.) employees are more likely to cooperate with one another c.) supervisor can provide more constructive feedback.

Strategies to ensure accuracy and fairness in the performance appraisal

1. The appraiser should develop an awareness of his or her own biases and prejudices-this helps to guard against subjective attitudes and values influencing the appraisal. 2. Consultation should be sought frequently. Another manager should ne consulted when a question about personal bias exists and in many other situations. 3. Data should be gathered appropriately. Many different sources should be consulted about employee performance and the data gathered needs to reflect the entire time period of the appraisal. 4. Accurate record keeping is another critical part of ensuring accuracy and fairness in the performance appraisal. Information about subordinate performance (both positive and negative) should be recorded and not trusted to memory. The manager should make a habit of keeping notes about observations, others comments and his/her periodic review of charts and nursing care plans. Taking regular notes on employee performance is a way to avoid the recency effect, which favors appraisal of recent performance over less recent performance during the evaluation period. 5. Collected assessments should contain positive examples of growth and achievement and areas where development is needed. Nothing delights employees more than discovering that their immediate supervisor is aware of their growth and accomplishments and can cite specific instances in which good clinical judgment was used. 6. Some effort must be made to include the employees own appraisal of his/her work. Self appraisal may be performed in several appropriate ways. Employees can be instructed to come to the appraisal interview with some

informal thoughts about their performance or they can work with their managers in completing a joint assessment.

7. The appraiser needs to guard against three common pitfalls of assessment: the halo occurs when the appraiser lets one or two positive aspects of the assessment or behavior of the employee unduly influence all other aspects of the employees performance. The horn effect occurs when the appraiser allows some negative aspects of the employees performance to influence the assessment to such an extent that other levels of job performance are not accurately recorded. the manager who falls into the central tendency trap is hesitant to risk true assessment and therefore rates all employees as average. These appraiser behavior lead employees to discount the entire assessment of their work. 8. Finally, reviewers need to guard against a bias known as Matthew effect. The matthew effect is said to occur when employees receive the same appraisal result year in and year out. That is, their appraisal results tend to become self fulfilling: if they have done well, they continue to do well; if they have done poorly, they will continue to do poorly. Thus past appraisals prejudice an employees future attempts to improve Focus of the Measures Approaches to Performance Appraisal 1. Trait Appraisal Instrument- Performance appraisal tools that evaluate employees based on consistent and enduring worker characteristics. Involve subjective judgements about employee performance. 2. Behavioral Appraisal Instrument- Performance Appraisal tools that assess certain employee behaviours such as coming to work on time. Focus more on observable aspects of performance.

3. Outcome Appraisal Instrument- performance appraisal tools that measure workers results, such as sales volume, number of units produced, and meeting deadlines. Methods of Measuring Performance Appraisal 1. Ranking-the evaluator ranks the employees according to how she or he fared with co-workers with respect to certain aspects of performance or qualifications. 2. Rating Scales-includes a series of items representing the different tasks or activities in the nurses job description or the absence or presence of desired behaviors and the extent to which these are possessed. Example: On the scale of 0 to 5, indicate the degree of the nurses skill in assessing the patients condition where each of the corresponding number means: 5- excellent 4-very satisfactory 3-moderately satisfactory or average 2-minimally satisfactory 1-unsatisfactory b. A descriptive graphic rating scale may be used to describe punctuality in reporting for duty such as: 1- oftentimes late 2-sometimes late 3-always report on time

 Trait Rating Scale- is a method of rating a person against a set standard which may be the job description, desired behavior and personal trait. Example: Job knowledge Serious in essential knowledge Satisfactory knowledge of routine Adequately informed on most phases of job Good knowledge of all phases of job Excellent understanding of the job Judgement Decisions are often wrong on issues Makes some decision errors Good decisions Sound and logical thinker Makes good, complex decisions Attitude Resent suggestions, no enthusiasm, new ideas accepted reluctantly Apathetic but cooperative and accepting Generally cooperative and accepting of new ideas Openly cooperative and accepts new ideas Consistently helpful and offers new ideas 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

Job Dimension Scales- focuses on job requirements and the quality work performance. Example:

Job Dimension 5 Renders first aid and treats job-related injuries and illness Holds fitness classes for workers Teaches health and nutrition classes Performs physicals on workers

5=Excellent 4=Good 3=Satisfactory 2= Fair 1=Poor

Behaviorally Anchored Rating Scale (BARS) - focuses on desired behaviors to improve performance.

Does this nurse maintain self-control during periods of extreme stress? NEVER SOMETIMES USUALLY ALWAYS

3. Essay-a paragraph or more about the workers strengths, weaknesses and potentials. Otherwise known as the free-form review. the appraiser describes in narrative form an employees strengths and areas where improvement or growth is needed. 4. Forced-choice comparison-the evaluator is asked to choose the statement that best describes the nurse being evaluated.

Example: Select the statement that best describes the nurse being evaluated and the statement that least describes him or her: 1-respects the idea of others 2-communication ability limited 3-even-tempered 4-capable of enduring long hours of hard work 5- tends to be a loner 5. Anecdotal Recording-describes the nurse experience with a group or a person, or in validating technical skills and interpersonal relationships.

Example: Miss A on her way to take her lunch. She passed by a patient who was reaching for her food tray but was having a hard time as this was placed on her left side. Her right hand had an intravenous line. Miss A stopped, positioned the food comfortably and assisted the patient to eat although she herself was late for lunch. Miss A acted in commendable manner. 6. Checklist- is composed of behavioral statements that represent desirable behavior. Example: Please check the items on each of the lists that seem to describe the employee A. ASSERTIVE ___Confrontive ___Aggressive ___Arrogant ___Take Charge ___Follower ___Confident B. Work Group Behavior ___Tries to reconcile differences ___Works best by self ___Deference ___Leader

___Helps assignments

others

complete

___Discusses work with group ___Protective of territory ___Signs own work

___Assumes more responsibility ___Respects feelings of others

7. Peer Review- is a collegial evaluation of the performance done to promote excellence in practice and offer information, support, guidance, criticism and direction to one another.

8. 360 Degree Evaluation- includes assessment of by all individuals within the sphere of influence of the individual being appraised. Assessment by all individuals within the sphere of influence of the individual being appraised (Davidson, 2007) - An employee receives performance feedback from his/ her supervisor and four to eight others including staff members, co-workers and customers. 9. Self-Appraisal- allows the employee to evaluate his own performance. 10 Management by Objectives-is an excellent tool for determining an individual employees progress because it incorporates both the employees assessment as well as the organization. It emphasizes the achievement of objectives or outcomes instead of demonstration of personality characteristics. It focuses attention on individual achievement, motivates individuals to accomplishments, and measures performance in terms of results. Steps on how MBO can be used effectively in performance appraisal: a.) The employee and supervisor meet and agree on the principal duties and responsibilities of the employees job.

b.) The employee sets short-term goals and target dates in cooperation with the supervisor or manager. c.) Both parties agree on the criteria that will be used for measuring and evaluating the accomplishment of goals. d.) Regularly, but more than once a year, the employee and supervisor meet to discuss progress. e.) The managers role is supportive, assisting the employee to reach goals by coaching and counseling. f.) During the appraisal process, the manager determines whether the employee has met the goals. g.) The entire process focuses on outcomes and results and not on personal traits.

Validity- deals with accuracy. Construct validity-is related to how the accurately the instrument can measure the variable that the evaluator perceives to be important Measurement Deficiency occurs when some critical elements that influence the appraisal question or item are not considered. Measurement Contamination- occurs when irrelevant information is allowed to influence the construct. Reliability-deals with consistency. Common Errors in Performance Appraisal 1. Halo Effect- has a tendency to overrate staff based on the raters first impression of the rate. -evaluation is based on the good traits or good things one sees in a person. 2. Logical Error- evaluation is based on the first impressions of the rater to the rate. 3. Central Tendency Error- is used by the rater when feedback tools are inadequate.

4. Leniency Error- is the tendency to overlook the weaknesses and mistakes of the person being evaluated leading to an inaccurate picture of the job performance. 5. Hawthorne Effect- is the tendency for the behavior of the ratee to change simply because he is observed by the rater. 6. Horns Effect- occurs when rating an employee very low because of an error committed. Overcoming Appraisal Interview Difficulties Before the Interview Make sure that the conditions mentioned previously have been met and he or she has a copy of the appraisal form. Select an appropriate time for the appraisal conference. Give the employee 2 to 3 days advance notice of the scheduled appraisal. Be prepared mentally and emotionally for the conference yourself. Schedule uninterrupted interview time. Plan a seating arrangement that reflects collegiality rather than power. Greet the employee warmly. Begin the conference on a pleasant and informal note. Ask the employee to comment on his or her progress since the last performance appraisal. Avoid surprises in the appraisal conference. Use coaching techniques throughout the conference. Conduct the conference in nondirective and participatory manner. Focus on the employees performance and not on his or her personal characteristics. Avoid vague generalities.

During the Interview

After the Interview

Both the manager and employee need to sign the appraisal form. End the interview on a pleasant note Document the goals for further development that have been agreed on by both parties. If the interview reveals specific long-term coaching needs, the manager should develop a method of follow-up to ensure that such coaching takes place.

Employees Feedback Giving feedback to an employee who is performing below acceptable standards: 1.) Summarize the employees specific performance. 2.) Describe the expectation and standards, and be specific. 3.) Determine the causes for the low performance; get the employees input. 4.) Discuss solutions to the problem, and have the employee play a major role in the process. 5.) Agree to a solution. 6.) Agree to a time table for improvement. 7.) Document the meeting.

Giving feedback to an average employee: 1.) Summarize the employees performance and be specific. 2.) Explain why the employees work is important to the organization. 3.) Thank the employee for doing the job. 4.) Raise any relevant issues, such as areas for improvement. 5.) Express confidence in the employees future good performance.

CENTRAL PHILIPPINE UNIVERSITY SCHOOL OF GRADUATE STUDIES SUMMER 2011 MAN 625b- NURSING SERVICE ADMINISTRATION LABORATORY

Performance Appraisal
Submitted to: Professor Helen caton Submitted by: Angela liz c. Austria Jinna jane n. Losanta

SHERMAN INDEPENDENT SCHOOL DISTRICT NURSE PERFORMANCE APPRAISAL 75 NURSE PERFORMANCE APPRAISAL Name______________________ Evaluation period _____________________ Position____________________ Department/campus ___________________ Evaluator___________________ Title_________________________________ Rating scale: E P I
expectations Exceeds expectations Performance exceeds expectations Proficient Needs improvement Performance meets expectations Performance does not meet

N/A

Not applicable

Performance is not expected

Directions: Use the above descriptors to rate each performance area. Determine the overall job performance by reviewing all ratings. Supporting comments must be given for a rating of (E) exceeds expectations or (I) needs improvement. Rating General responsibilities and skills
Performance area: School and community relations ________ Participates in school and community activities Works cooperatively with others Demonstrates knowledge of district policies and procedures Participates in meetings, training, and special events Follows appropriate lines of authority Comments: Performance area: Planning and organization ________ Sets goals with supervisor Completes tasks in a timely and accurate manner Keeps records organized, up-to-date, and accurate Disseminates information on a timely and periodic basis Comments: Performance area: Communication ________ Communicates in a clear, effective, and informative manner Writes and speaks in an understandable and organized manner Communicates role and program related to the districts mission and goals Promotes positive interactions with the community Comments:

NURSE PERFORMANCE APPRAISAL

Performance area: Job knowledge and skills ________ Demonstrates knowledge of job requirements Bases recommendations and decisions on data, knowledge, and experience Provides leadership and direction for improvement in areas of responsibility Evaluates and analyzes results to determine effectiveness Uses innovations and current developments in areas of responsibility Comments: Performance area: Professional growth and development ________ Participates in self-evaluation Cooperatively sets goals that reflect feedback from evaluation process Seeks self-improvement ideas Comments:

Specialized responsibilities and skills

Performance area: Prepares a safe and appropriate health-care program to identify needs for each campus assigned ________ Assesses health promotion, protection, and care needs of each campus Systematically collects, compiles, and analyzes pertinent student health data Formulates goals for campus health services program based on district priorities and campus needs Prepares a plan for both problem intervention and prevention Confers regularly with campus administration to review and revise plan Comments: Performance area: Demonstrates ability in implementing campus health-care program to support district mission and goals ________ Maintains a safe, clean, and orderly work area Develops an effective system for the acquisition, maintenance, and use of supplies and equipment for the school health facility Provides a private and comfortable environment for emergency health care and health-care counseling Effectively performs emergency first aid to meet student and staff needs Authorizes appropriate exclusion and readmission of students according to district policy Manages school health facility through effective management of students Comments:

NURSE PERFORMANCE APPRAISAL

Performance area: Demonstrates proficiency in nursing skills ________ Organizes campus health facility to provide for efficient ongoing school health care Clearly communicates health assessments, screening results, and medical or specialist consultation reports to parents and appropriate school personnel Demonstrates skill in collecting data using a variety of appropriate methods: interviewing, screening, observing, and reviewing records Demonstrates appropriate use of crisis intervention procedures Establishes safe systems of medication administration and communicable disease containment Comments: Performance area: Demonstrates health teaching skills and provides services to the school community _______ Implements self-care concept into plan of campus activities Provides appropriate assistance to teachers of health education Makes health information accessible to staff, students, and parents Identifies candidates for referral to special programs Comments: Performance area: ________

Performance goals General comments Employee comments Overall performance rating (check one) Exceeds expectations Proficient Needs improvement
This evaluation has been discussed with me by my supervisor. I have read and received a copy of it. _________________________________________ _________________________________________ Employee signature Date Evaluator signature Date _________________________________________ Reviewer signature Date

References: Tan,Crestita B. and Beltran,Eden I. (2009) Leadership and Management in Nursing: A Transformative and Reflective Patient Care First Edition, Educational Publishing House (256-258) Venzon,Lydia M. And Nagtalon, Jennifer M.V. (2006) Nursing Management towards Quality Care Third Edition, C & E Publishing House (126-130) Houston, Carol J.and Marquis, Bessie L. (2009) Leadership Roles and Management Functions in Nursing Sixth Edition, Lippincott Williams and Wilkins (575-582) Balkin, David B. And Gomez-Mejia Luis R. (2002) Management McGraw-Hill (274-275) Bateman, Thomas S. And Snell, Scott A. (2005) Management Sixth Edition, McGraw-Hill (315-316) Mosby Guide to Nursing Management and Leadership (8th edition) by Ann Mariner Tomey (423-425)