PIPRAMS

GREATER NOIDA

SUBJECT – NURSING MANAGEMENT

ASSIGNMENT ON-
PERFORMANCE APPRAISAL

SUBMITTED TO- SUBMITTEED BY-

MRS HARPREET KAUR KAMINI

NURSING LECTURER MSC(N)2ND YR

PIPRAMS PIPRAMS

SUBMITTED ON –
14/JAN/2022
INTRODUCTION-

Managing the performance of people is an important organizational strategy designed to exceed

expectations of consumers in today’s competitive health care environment. Many complex
processes and strategies are involved in managing employee behavior. Managers need to clearly
define the roles and expectations that are needed in the variety of settings in which individuals
provide their efforts in return for compensation. Active engagement by managers in the process
of setting standards of performance motivates the staff they employ to achieve goals. By
communicating the important issues that affect performance as well as the problem-solving
issues that arise with the individual who may experience conflict or difficulty following
established procedures, managers can provide a fair appraisal of the individual’s abilities, talents,
and opportunities for improvement.

Performance appraisal is the evaluation of work done in terms of quality, quantity, and
the .manner in which it is carried out during a specified period against the background of the
total work situation. Formal appraisal system attempts at placing on record certain personality
and behavioural characteristics of the individual, effectiveness at the job and contribution to the
achievement of organizational goals. Performance appraisal is also means for monitoring
organizations response to change. Performance appraisal is estimating the value or degree of
excellence of both the process and outcome of an . employee, by implementation of roles and
responsibilities.

DEFINITIONS
Performance is defined as the execution of an action; something accomplished; the fulfillment of
a promise, claim, or request (www.merriam-webster.com, 2012).
Performance appraisal means evaluating the work of others. It is the process by which a
manager examines and evaluates an employee’s work behavior by comparing it with preset
standards, documents the results of the comparison and uses the results to provide feedback to
the employee to show where improvements are needed and why (www.businessdictionary.com,
2012). The employee’s work is measured against standards, much like the quality improvement
process. Standards, whether explicit or not, are applied to what ought to be or to what is superior,
excellent, average, or unacceptable performance.
Peer review in nursing (defined in 1988 by the American Nurses Association and still
applicable today) is the process by which nurses systematically evaluate the quality of nursing
care provided by peers as measured against professional standards (American Nurses
Association, 1988, p. 3).
Self-evaluation is the aspect of performance appraisal whereby employees do self-assessments
of their own perceptions about their performance as compared with stated objectives and
expectations.
Objectives of Performance Appraisal -

The objectives of performance appraisal can be summarized as:

 Assess the past and present performance of empioyees and communicate this assessment
to them. Compare this information with the organizational plans.
 Receive information hm employees concerning their
 .persona1 goals, needs and plans. Improve upon employee performance by maximizing
potentials through counselling, mutual goal setting, self-evaluation and development
strategy.
 Recognize achievements to reward systems such as clinical ladder progression, bonus
systems, merit raises and job promotions.
 Acquaint yourself with management and personnel decisions concerning staffing,
planning and other personnel processes.
 Be liaison for improving retention and productiLity for basis of staff development
 Assess in identifjmg unsatisfactory employees.
 Act as a means for promoting change.

Philosophy--

The focus of performance appraisal is on growth and development. After checking failure of
efforts to counsel, support and assist the employee in maintaining, minimum standards.
Performance appraisal is a learning tool, if used in a manner, to exhibit performance evaluation
as rewarding and satisfying both by managers and employees. Performance appraisal is linked to
job satisfaction, productivity, retention and ultimate system viability. Performance appraisal
focuses on total development of the individual and organization, not isolated tasks or parts.
Employee involvement through the entire process of performance appraisal is crucial to effective
development. The focus of performance evaluation is to develop trust. The performane appraisal
is a part of learning process.

Organisation of the Process

In organizing the process of performance appraisal certain principles must be kept in mind: The
performance appraisal should be based on policies, procedures, and tools that are developed and
assessed by management and staff. To minimize bias and subjectivity, it should be Lased on
valid and reliable tools. It should be derived from standards of practice. Used to identify needs
and set specific measurable objectives for staff-development. Provide a means for recognition
and reward for performance exceeding minimum quality standards. Implemented by the
managers to set trends in evaluating performance. Based upon behaviour and productivity and
not personality. 9 Based on self-evaluation. There should be ongoing observation.
PERFORMANCE APPRAISAL PROCESS
Performance appraisal is a required process in organizations to help ensure that the quality of
care is met and to provide a fair human resources management process. Performance appraisals
provide staff members with the information necessary to determine whether they are meeting
expectations or can improve their performance to the required level.
The process of performance appraisal includes assessing needs and setting goals, establishing
objectives and time frames, assessing progress and evaluating performance, and then starting
over again (Figure 23-1). At the start of a new job, core competencies (knowledge and skills) of
the individual need to be evaluated. During the orientation program, progress should be tracked,
and competence needs should be reassessed periodically throughout employment, at least
annually.

FI
GURE 23-1 Four steps of a performance appraisal.
Performance appraisal is a cyclical process that begins when the employee is hired and ends
when the employee leaves. Job analysis identifies competencies required for job performance.
The job description lists work standards and the knowledge, skills, and abilities necessary for the
job. The performance appraisal specifies employee behaviors and compares job performance
with criteria. A variety of measurement methods may be used to ensure that reliable and valid
appraisals are conducted. Using the performance appraisal interview, goals are set, corrective
action may be taken, or training needs may be identified. Thus meeting established “success
criteria” would lead to equitable rewards and recognition that are objectively administered.
The performance appraisal process is both informal and formal. The informal process includes
day-by-day supervision or coaching to moderate, modulate, or refine performance. Coaching as a
management tool is ongoing, face-to-face collaboration and influence to improve skills and
performance. By contrast, the formal performance appraisal should include written
documentation and a formal interview with follow-up.
The employee’s work is measured against some standard for the purpose of determining the
level of quality of the job performance. The guides to evaluation criteria include governmental
standards such as Medicare/Medicaid regulations, professional standards published by the
American Nurses Association or other specialty organizations, nursing care audits, client
feedback in various forms, evidence-based guidelines, and departmentally developed standards.
Organizational standards are more prevalent as systems undertake service and operational
excellence initiatives to improve customer service, the employee experience, quality, financial
performance, and growth. Organizational pillars to “hardwire excellence” provide a platform for
all employees to understand and buy into the mission, vision, and values of the organization
(Studer, 2003).
Ideally, a performance appraisal measures performance and motivates the person. However,
performance appraisal is not the only or major source of motivation for most nurses. Measuring
performance is not easy, and motivating someone else is an art. Cultural sensitivity is important
to consider as the nursing workforce becomes more diversified (Smith-Trudeau, 2008). The
performance appraisal process can create a lot of stress for individuals if it is not managed well
by both the manager and the employee (Duncan, 2007). For example, job satisfaction and
organizational commitment were found to be positively correlated to satisfaction with the
feedback from performance appraisals (Jawahar, 2006). Integral components of a comprehensive
performance appraisal system provide an overarching framework for the process. The tools and
methods for a comprehensive performance appraisal system involve a clear determination of the
abilities required for the position (job description); a match of the key requirements for the
position with the individual’s capabilities (personnel selection); development of the abilities of
the employee (staff development); and use of a motivational reward system to enhance employee
performance (reward system)outlines the key components of the performance appraisal process.

 Components of a Comprehensive Appraisal System

• Determine the ability required (job description)
• Match abilities of the employee with job requirements (personnel selection)
• Improve employee’s abilities (staff development)
• Enhance employee’s motivation (staff development and reward system)
Performance attributes of an individual are determined by two elements: ability and
motivation. Ability is made up of a collection of physical and mental capacities that enable a
person to exhibit a skill or set of skills. Knowledge, experience, and skill form the ability to
successfully complete a task (Hersey et al., 2008). Thus ability is an innate capacity that is
molded by experience and training. Motivation is a willingness to work and a desire to achieve.

ORGANIZATIONAL CULTURE AS A CATALYST TO IMPROVING PERFORMANCE

Given the national concerns about patient safety and quality of care, it is important to look at
organizational culture as a factor influencing performance appraisal for change and
improvement. The change of an error-prone health care system involves leadership and
organizational learning, which requires significant strategic commitment and administrative
direction. An environment that values and creates a shared vision and purpose can lead to
reflection and learning, which then enables and strengthens organizational culture toward
creative and effective solutions in health care delivery (Carroll & Edmondson, 2002).
Culture consists of shared norms, behaviors, and values. Schein (1992) defined the culture of a
group as “a pattern of shared basic assumptions that the group learned as it solved its problems
of external adaptation and internal integration, that has worked well enough to be considered
valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel
in relation to those problems” (p. 12). The learning that occurs within the system over time
influences organizational culture.
The quality of care and the quality of work life are driven by the culture within a health care
organization (Gershon et al., 2004). Culture is reflected in “the way things are done” in an
organization (Stetler, 2003), and it surrounds all individuals and influences leadership.
Characteristics of the culture are manifested differently in subgroups and by the various
stakeholders within the organization, which warrants more in-depth assessment to fully
understand.

SUBCULTURES AND STAKEHOLDERS

Socialization of new members into an organization is an important way to learn the rules and
norms of a group. New members need to learn the assumptions of the group, which are not
always transparent. Group behaviors and perceptions may reveal some elements of the culture,
and some of the rituals and processes undertaken within the organization may reflect the
assumptions that are held. Groups that are stable and have a history of shared learning are likely
to have developed some degree of culture, but groups with significant turnover of members and
leaders may lack shared assumptions (Schein, 1992). Organizational culture has been referred to
as the social glue that binds the organization, in which the deeper meanings of the way things
are done in the organization are learned (Cameron & Quinn, 1999; Detert et al., 2000).
Evaluation of organizational culture needs to consider both the larger organization and the
smaller unit within which a member belongs. Exploring the microsystem within a health care
system reveals the unique disciplinary focus of each department and treatment setting
(Donaldson & Mohr, 2000). The performance characteristics of academic departments, clinics,
and hospital units and departments highlight the different functions and shared assumptions that
members bring to the patient care setting. These varying perspectives enrich the mix of the
organization by enabling diverse contributions, attitudes, and skills to be developed.
Members of a larger organizational culture may also belong to subcultures within that
organization, whose group learning over time may have generated very different sets of basic
assumptions. The behavior and language of organizational members are subject to interpretation
through the cultural biases of the subgroup. Conflict may be experienced when members of the
subculture do not understand the biases within the larger culture or vice versa. Using an
organizational cultural approach to conflict management would enable subcultures to examine
the assumptions that underlie the behavior and reinterpret such conflict as the result of diverse
experiences. Problem-solving issues that are based on different assumptions, with the intent to
evaluate the utility of such differences, demonstrate an effective learning process (Nemeth,
2008).
The criteria for performance appraisals should include measures of key performance indicators
that reflect the values of the organizational culture. With these characteristics embedded within
appraisal tools, managers can craft the culture within the unit. If there is not an explicit
organizational mission, vision, or value statement, managers must translate their vision and
values into a clear framework that all can understand. This framework should provide the
structure for staff to operationalize the required behaviors for successful performance. The
scoring of the performance appraisal tool indicates the weight that these organizational culture
characteristics contribute toward performance, which communicates the importance of those to
the overall appraisal.

GOALS FOR PERFORMANCE APPRAISAL

The most direct goal of any performance appraisal system is the improvement of performance.
Considering the process of performance appraisal systems, the outcome for the system should
lead to positive organizational outcomes. Used effectively, the performance appraisal offers the
opportunity for numerous organizational goals to be achieved. provides an overview of the goals
of the process of performance appraisal.

   Goals of Performance Appraisal

• Improve performance
• Improve communication
• Reinforce positive behavior
• Communicate about and ultimately correct negative or less-than-optimal behaviors
• Provide a basis for rewards, which also is a basis for motivation
• Provide a basis for termination if necessary
• Identify learning needs and develop personnel

Roles and Expectations of Team Members

Numerous stakeholders are represented within the process of performance appraisal of nurses.
Most important is the voice of the patient, the end consumer of the care provided. The patient’s
voice can be obtained from patient satisfaction data that are formally used within the
organization. Often, the patient or family member will offer direct verbatim comments that can
be used to provide constructive support to individuals or groups. Nurse managers should seek out
the comments of the patient regarding the patient’s experience of care. Through this proactive
process, the manager may find that the voice of the patient regarding specific exceptional staff
members or those who may need to improve can provide useful input for managing staff
behavior.
The peers, who are co-workers in the setting in which the nursing care is delivered, are
individuals who have the greatest opportunity to know firsthand how well the individual meets
patient care needs and responsibilities as a member of the team. These peers may work on the
same shift or alternate shifts or may interact with the individual from the perspective of another
unit’s function. Experienced with direct communication about the patient’s status, they know the
specific expectations of care that are required in the individual setting. For example, a nurse may
work on a unit that receives patients frequently from the emergency department or the recovery
room, and there are bilateral communications and expectations that these staff members have of
one another. These are key individuals who interact with the nurse and may be in an excellent
position to provide input related to performance.
The interdisciplinary team members who count on the nurse also have expectations for the
nurse to communicate and collaborate regarding the plan of care and inform key members of the
need to become involved in assisting the patient. For example, social workers or therapists may
rely on referrals from the nurse who has made an initial assessment of the patient’s needs. If key
criteria for referrals are clearly identified but not implemented, then the interdisciplinary care
plan for the patient may not be developed as effectively as is needed. Interdisciplinary team
members need to work together on behalf of the patient’s needs, not just within their own
disciplinary silos. Nurse managers need to think about acquiring input from the perspective of
the key interdisciplinary team members who provide services within the specific unit or
department.
Physicians are valuable sources of feedback in the process for performance appraisal of staff.
Effective clinical areas establish a collaborative and inclusive process guided by a strong base of
supportive relationships. To develop this level of support requires mutual trust and respect
among the physician teams that provide care within the specific area. This would include
ongoing communication regarding opportunities for improved performance by staff and
physicians alike.
Administrative members have expectations that are more global, but essentially they require
that individual staff know the policies and procedures that must be implemented in the care of
patients. The commitment of employees to organizational pillars of excellence is important to
these stakeholders. With numerous stakeholders, it is important that systematic processes guide
the nursing management function of performance appraisals. With data being collected
systematically from numerous sources, a more meaningful performance appraisal process can be
achieved.

Manager’s Role
Leaders who reward positive behavior and punish individuals who behave negatively in the
workplace practice transactional leadership. By shifting toward a transformational style of
leadership, organizational learning can occur from errors and system issues, and an empowered
staff of nurses can work toward the innovations needed in the health care system (Wenberg,
2010).
Managers meet with newly hired employees during a planning stage to discuss the tasks,
objectives, competencies, and performance characteristics. Clarity is essential in the performance
appraisal process, and the manager has the duty to provide this to all staff members. This process
allows the individual to talk specifically about his or her performance goals and to come to
agreement with the manager on reasonable performance expectations.
Self-appraisal as an important component in the appraisal process and promotes individual
input, personal responsibility, and feedback regarding job performance. Appraisal is a structured
process of facilitated self-reflection, which allows individuals to review their professional
activities comprehensively and to identify areas of real strength, professional goals, and needs
for development (Conlon, 2003).
Managers who create a healthy work environment offer adequate time for feedback and input.
Audit and feedback are important mechanisms to provide objective data to the nurse regarding
the quality of care provided. To improve clinical practice and motivate nurses to learn, individual
self-esteem must be at a level that promotes motivation (Ward, 2003). The imperative for nurse
managers is to recognize that the use of feedback in the performance appraisal process may
influence an individual’s self-esteem, which may affect practice. Providing feedback is a delicate
art of nursing management, which should be performed with the goal of encouraging and
motivating the individual to improve his or her individual care provision.

REFERENCES –

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