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. Lees

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 employees abilities
(staff development)
Enhance employees 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
employees 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 employees aspirations
Recognize accomplishments
Improve communications
Aid in managers 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 nurses
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 RNs 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 employees 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
Managers 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 employees 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