Effective Leadership and Management in Nursing CHAPTER EIGHTH EDITION Evaluating Staff Performance...

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Effective Leadership and Effective Leadership and Management in Nursing Management in Nursing CHAPTER EIGHTH EDITION Evaluating Staff Performance 18

Transcript of Effective Leadership and Management in Nursing CHAPTER EIGHTH EDITION Evaluating Staff Performance...

Page 1: Effective Leadership and Management in Nursing CHAPTER EIGHTH EDITION Evaluating Staff Performance 18.

Effective Leadership and Effective Leadership and Management in NursingManagement in Nursing

CHAPTER

EIGHTH EDITION

Evaluating Staff Performance

18

Page 2: Effective Leadership and Management in Nursing CHAPTER EIGHTH EDITION Evaluating Staff Performance 18.

Effective Leadership and Management in Nursing, Eighth EditionEleanor J. Sullivan

Learning OutcomesLearning Outcomes

1. Describe criteria that can be used to evaluate staff performance.

2. Discuss different methods used to evaluate performance.

3. Describe problems to expect when evaluating performance.

Page 3: Effective Leadership and Management in Nursing CHAPTER EIGHTH EDITION Evaluating Staff Performance 18.

Effective Leadership and Management in Nursing, Eighth EditionEleanor J. Sullivan

Learning OutcomesLearning Outcomes

4. Explain how to use critical incidents to improve annual evaluations.

5. Explain how to conduct a performance appraisal interview.

Page 4: Effective Leadership and Management in Nursing CHAPTER EIGHTH EDITION Evaluating Staff Performance 18.

Effective Leadership and Management in Nursing, Eighth EditionEleanor J. Sullivan

Criteria for Performance Criteria for Performance EvaluationEvaluation

• The performance evaluation should:– Address different performance

dimensions– State specific criteria to be evaluated– Include the individual's goals for the

year based on the previous year's evaluation

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Effective Leadership and Management in Nursing, Eighth EditionEleanor J. Sullivan

Results-Oriented SystemsResults-Oriented Systems

• Organizational focus on the bottom line• Objectives quantifiable, objective,

easily measured• Employees know in advance what is

expected

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Effective Leadership and Management in Nursing, Eighth EditionEleanor J. Sullivan

Results-Oriented EvaluationsResults-Oriented Evaluations

• Work objectives established at beginning of evaluation period– Defined in concrete, quantifiable terms– Have specific time frame

• Focus of appraisal is how well employee has accomplished objectives

• Being used more frequently in health care, with emphasis on outcomes

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Effective Leadership and Management in Nursing, Eighth EditionEleanor J. Sullivan

Behavior-Oriented Rating ScalesBehavior-Oriented Rating Scales

• Employees and managers develop the tool

• Critical incidents stated as measurable, quantifiable job behaviors

• Similar critical incidents are grouped together as performance dimensions

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Effective Leadership and Management in Nursing, Eighth EditionEleanor J. Sullivan

Evidence of PerformanceEvidence of Performance

• Peer review• Self-evaluation• Group evaluation• Manager's notes and evaluation

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Effective Leadership and Management in Nursing, Eighth EditionEleanor J. Sullivan

Performance Appraisal ProblemsPerformance Appraisal Problems

• Leniency error• Recency error• Halo error• Ambiguous evaluation standards• Written comments

Page 10: Effective Leadership and Management in Nursing CHAPTER EIGHTH EDITION Evaluating Staff Performance 18.

Effective Leadership and Management in Nursing, Eighth EditionEleanor J. Sullivan

Leniency ErrorLeniency Error

• Managers overrate staff's performance.– "I want my nurses to like me." – "It's difficult to justify giving someone a

low rating."

• Problems– If mediocre staff have lenient ratings, it

is difficult to take corrective action or discipline

– Demoralizing to the best staff nurses

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Effective Leadership and Management in Nursing, Eighth EditionEleanor J. Sullivan

Recency ErrorRecency Error

• Evaluator recalls recent performance and tends to forget more distant events

• Performance rating reflects what staff demonstrated lately rather than over entire evaluation period

• Problems– Legal– Motivational

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Effective Leadership and Management in Nursing, Eighth EditionEleanor J. Sullivan

Halo ErrorHalo Error

• Manager assigns ratings based on overall impression

• Some staff rated above average across dimensions, others rated average, others rated below average on all dimensions

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Effective Leadership and Management in Nursing, Eighth EditionEleanor J. Sullivan

Ambiguous Evaluation StandardsAmbiguous Evaluation Standards

• Managers attach different meanings to words such as "outstanding"

• Addressed in two ways:– Group of managers agrees on level of

performance necessary for each dimension and communicates that to employees

– Rating form includes example of behavior for each level of performance

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Effective Leadership and Management in Nursing, Eighth EditionEleanor J. Sullivan

Written CommentsWritten Comments

• Written comments tend to be few, vague, and general

• Task is difficult and time consuming when left to the end of the evaluation period

• Regular note taking can reduce the problems

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Effective Leadership and Management in Nursing, Eighth EditionEleanor J. Sullivan

Critical IncidentsCritical Incidents

• Reports of behaviors that are out of the ordinary, either positive or negative

• Include four items:– Employee's name– Date and time of incident– Brief description of what occurred– Nurse manager's comments

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Effective Leadership and Management in Nursing, Eighth EditionEleanor J. Sullivan

Critical IncidentsCritical Incidents

• Recorded as they occur• Increase accuracy of appraisals

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Effective Leadership and Management in Nursing, Eighth EditionEleanor J. Sullivan

Performance AppraisalPerformance Appraisal

• Make notes about staff's behavior• Complete performance appraisal form• Schedule and document results of

formal appraisal interview• Provide follow-up sessions with

coaching and/or discipline

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Effective Leadership and Management in Nursing, Eighth EditionEleanor J. Sullivan

Figure 18-1 Decision tree for evaluating performance.