Performance Standards and Appraisals
Performance Standards and Appraisals
Performance Standards and Appraisals
Performance appraisals should be timely, thoughtful, consistent, thorough, and free from bias. How can performance appraisal systems be structured to facilitate this type of environment? Effective performance standards and appraisals can promote an open and continuous relationship among the nurse manager, HR professionals, and employees. How might you, as a nurse manager, use performance appraisals and other performance management strategies, such as positive discipline, in your leadership approach?
In this Performance Standards and Appraisals Discussion, you reflect on questions that commonly arise when assessing performance appraisal processes.
· Performance Standards:
· Who creates performance standards, and how are they communicated to employees?
· Are performance standards consistent with quality standards commonly used in the nursing profession?
· Do performance standards align with legal and ethical nursing practice?
· Performance Appraisals:
· How is employee performance (i.e., behaviors, attitudes, abilities, and skills) documented?
· What measures, if any, protect employees from subjectivity?
· Are employees asked to engage in any form of self-evaluation?
· Do colleagues participate in peer evaluations such as 360-degree appraisals?
· Does the performance appraisal process encourage employee development?
· Aside from the written performance measures, what aspects contribute to success or failure in achieving performance improvement?
To prepare
· Review this week’s media, “Performance Management,” and consider the best practices highlighted by this week’s presenters.
· Reflect on the performance standards and appraisal systems used in your current organization or one with which you are familiar. With the above questions in mind, identify this organization’s strengths and areas for improvement.
· Drawing from ideas presented in this week’s Learning Resources, think of specific ways you might improve your organization’s use of performance standards and/or the performance appraisal process.
· Review the article, “Positive Discipline Reaps Retention.” As a nurse manager, how might you incorporate positive discipline into your performance management approach? What effect–good, bad, or indifferent–do you think it would have on your nursing staff?
Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus.
Required Readings
Lussier, R. N., & Hendon, J. R. (2016). Human resource management: Functions, applications, & skill development (2nd ed.). Thousand Oaks, CA: Sage Publications.
· Chapter 8, “Performance Management and Appraisal” (pp. 274–314)
This chapter introduces the performance appraisal process. The authors explain how to effectively carry out performance appraisals, the methods of assessment one can use, and who should be responsible for assessing employees.
· Chapter 9, “Rights and Employee Development (pp. 316–355)
Chapter 9 provides an overview of employee rights and privileges. It also explains the processes of developing or terminating an employee, providing counseling for problem employees, and effectively using discipline and termination.
Dupee, J. M., Ernst, N. P., & Caslin, K. E. (2011). Does multisource feedback influence performance appraisal satisfaction? Nursing Management, 42(3), 12–16. Retrieved from the Walden Library databases.
The article focuses on the effects of multisource feedback (MSF) in a nursing environment.
Murray, B. (2003). Positive discipline reaps retention. Nursing Management, 34(6), 19–22. Retrieved from the Walden Library databases.
Positive discipline can transform communication and relationships between nurse managers and nursing staff. This article examines how nurse managers at a medical center in Boise, Idaho shifted their feedback process to an Alternative Correction Action model based on positive discipline philosophies.
Required Media
Laureate Education, Inc. (Executive Producer). (2012). Performance management. Baltimore, MD: Author.
Note: The approximate length of this media piece is 32 minutes.
This week, the presenters discuss challenges of and best practices for performance management and appraisals.
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