...Critical Appraisal Guidelines: Qualitative - Part 2 Amanda T. Creel Grand Canyon University: NRS – 433V June 9, 2013 The research article reviewed was “Ultrasound – Guided Peripheral Venous Access vs. the External Jugular Vein as the Initial Approach to the Patient with Difficult Vascular Access” by T.G. Costantino MD, J. F. Kirtz MD, and W. A. Satz MD. Intravenous (IV) access is commonly performed in the Emergency Department (ED). In patients with difficult access, physicians are frequently called upon to perform these procedures. Physicians should be familiar with both the external jugular (EJ) IV technique and the ultrasound – guided IV (USIV) peripheral access techniques. Some hospitals have specialized team of nurses that have been educated and trained on the proper way to establish an EJ IV and/or USIV. This study examined both techniques and collected data to establish which techniques was better for the patient. Protection of Human Participants Risks and Benefits Addressed by the Authors The benefit of this study was to spare the ED patient with difficult veins from having to receive a central venous line. The infection rate is higher in a central line than a peripheral IV line. The use of USIV will also decrease the number or IV attempts instead of a central line. While this decreased the actual number of IV attempts, it still had some risks. One major risk is arterial punctures. The other risks include nerve irritation and hematomas at the site of both USIV...
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...Performance Appraisal and Succession Planning Benefits Benefits of a Performance Appraisal System • One-on-one discussion of issues • Opportunity to focus on work activities and goals • Provides employee recognition • Lets employee know the company is interested in their performance and development Optimal Results of Performance Appraisals • Measure performance • Establish job expectations • Nurture growth • Open communication • Increase motivation • Merit increase or bonus Pre-Appraisal Activities • Constantly ongoing • Monthly or weekly “catch up” meetings • Maintain running list of projects or achievements • Give employee a copy of appraisal before meeting Post-Appraisal Activities • Keep dialogue open • Set additional meeting for merit discussion • Document key points of appraisal meeting • Set expectations for next year Appraisal Feedback • Make feedback constructive • Do not “sugar-coat” the feedback • Feedback is an open discussion • Not a time to train/coach • Avoid feedback that can be considered personal • Ask correct questions Giving an Optimal Performance Appraisal • Take notes during appraisal • Understand different points of view • Encourage or offer help • Help with weaknesses • Set short, long-term and company goals Company Benefits • Skilled workforce • Increased productivity and loyalty • Decreased turnover • Interactive ideas Assessing Teams • Evaluated just as often as individuals • Interact, not observe teams •...
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...Group B Performance Management & Appraisal Performance Management and Appraisal Submitted to: Md. Abu Bakar Siddique Adjunct Faculty, School of Business Studies Southeast University Submitted by: Name | ID | Batch | Section | A. N. M. Sadiqur Rahman | 2015010004080 | 20th | C | Mazidul Hoque | 2014210004060 | 19th | C | Ranajit Chowdhury | 2014010002005 | 36th | C | Muhammad Atiq Ullah | 2011110002006 | 28th | C | | | | | Course Title: Human Resource Management and Practices Course Code: HRM 5186 Date: April 13, 2015 Letter of Transmittal April 13, 2015 Md. Abu Bakar Siddique Adjunct Faculty, School of Business Studies Southeast University Subject: Submission of the assignment on “Performance Management and Appraisal” Dear Sir, It is a great pleasure and honor to us to submit the assignment on “Performance Management and Appraisal.” In this assignment, we have tried to describe the performance management and appraisal system theoretically. We have prepared this assignment in a details format with adequate information search and to prepare an effective & creditable assignment, we have tried our level best to conduct this in a professional manner. We have found the study to be quite interesting, beneficial, & insightful. We hope that you will find this assignment worth of all the labor we have put in it. We welcome your entire query & take pride to answer them. Thanking You. On behave of Group B A. N. M. Sadiqur Rahman ID: 2015010004080...
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...Human Resource Management, 12e (Dessler) Chapter 9 Performance Management and Appraisal 1) Which of the following terms refers to the process of evaluating an employee's current and/or past performance relative to his or her performance standards? A) recruitment B) employee selection C) performance appraisal D) employee orientation E) organizational development Answer: C Explanation: Performance appraisal means evaluating an employee's current and/or past performance relative to his or her performance standards. Performance appraisal always involves setting work standards, assessing the employee's actual performance relative to those standards, and providing feedback to the employee. Diff: 1 Page Ref: 306 Chapter: 9 Objective: 1 Skill: Concept 2) The primary purpose of providing employees with feedback during a performance appraisal is to motivate employees to ________. A) apply for managerial positions B) remove any performance deficiencies C) revise their performance standards D) enroll in work-related training programs E) change their peer evaluation procedures Answer: B Explanation: The purpose of providing feedback to the employee is to motivate him or her to eliminate performance deficiencies or to continue to perform above par. Diff: 2 Page Ref: 306 Chapter: 9 Objective: 1 Skill: Concept 3) Which of the following is NOT one of the recommended guidelines for setting effective employee goals? A) assigning specific goals B) assigning measurable goals C) assigning...
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...Human Resource Specialist MGMT 335 Unit 3 Assignment – Part 1 Abstract This paper will design and conduct performance appraisals for different employees. It will identify different types if techniques and the techniques are subjective. The Fortune 500 companies use these performance appraisals. Human Resource Specialist Critical to an organization the yearly performance review ensures the mutual needs of the employee and organization are being met. The first step is to have a legal performance review process; the second step is to design a standard form for the appraisal. The first performance review should be scheduled for 6 months are the employees begins and every year after; the performance review should be no surprise to the employees because a meeting was held to initiate the process. The fifth step is to allow the employee to suggest feedback about their job description; the sixth step is to document the input of the appraiser with job descriptions and performance goals. The seventh step is to hold a performance appraisal meeting to exchange feedback; the eighth step is to update and finalize the form. One thing the appraiser has to keep in mind is that any issues should be dealt with right away and should not wait until the meeting (Guidelines to Conduct Employee, 2012). Fortune magazine complies a list annually of the top 500 U.S. corporations in the Fortune 500. These companies are ranked by their gross revenues with the first list published in 1955...
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... |School of Business | | |MGT/431 | | |Human Resource Management | Course Description This course focuses on the strategic role of human resource management, personnel planning and job analysis, personnel selection, performance appraisal, compensation, training, and development from the vantage point of the manager. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Noe, R. A., Hollenbeck...
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...Benchmark - Research Critique Part 2 View Rubric Due Date: Apr 19, 2015 23:59:59 Max Points: 150 Details: Prepare a critical analysis of a quantitative study focusing on protection of human participants, data collection, data management and analysis, problem statement, and interpretation of findings. The quantitative research article can be from your previous literature review or a new peer-reviewed article. Each study analysis will be 1,000-1,250 words and submitted in one document. As with the assignments in Topics 1-3, this should connect to your identified practice problem of interest. Refer to the resource entitled “Research Critique Part 2.” Questions under each heading should be addressed as a narrative, in the structure of a formal paper. You are also required to include an Introduction and Conclusion. Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required. This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion. You are required to submit this assignment to Turnitin. Submit the assignment along with an electronic version of the article used for the analysis. If an electronic version is not available, submit a clean unmarked copy of the article. NRS433V.v10R.ResearchCritiquePart2Guidelines_student.docx ------------------------------------------------- ...
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...PERFORMANCE APPRAISAL by Gregory D. Rankin and Brian H. Kleiner California State University, USA Introduction In conducting our research for this article, we discovered that the area of performance appraisal is one of the most complex and important issues currently faced by organisations in both the public and private sectors. In fact, the subject of "performance appraisal" has become something of a joke to most government employees. There is no shortage of approaches to performance appraisal — rating scales, objective-setting (e.g., MBO), critical incidents techniques, "behaviourally anchored rating scales" (BARS) and many others are currently in use. In the end, however, all have their imperfections, and the difficulty for those who must develop a performance appraisal system for their organisations is in deciding which approach seems most likely to meet all their objectives in their own particular circumstances[1]. In the final analysis, there appears to be no one "best" method of performance appraisal — just as there is no one "best" leadership style. In spite of this fact, however, there are some elements which are common to all effective performance appraisal systems, regardless of the actual method(s) used in the system. These elements will be discussed shortly. However, before examining these common links, a brief overview of performance appraisal as it is currently practised in American organisations is in order. Current Trends in Performance Appraisal As previously...
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...Critical Incident Method Critical incident An unusual event that denotes superior or inferior emplyee performance in some part of the job The manager keeps a log or diary for each employee throughout the appraisal period and notes speciic critical incidents related to how well they perorm. Behaviroal Checklist Method The rater checks statemnets on a list that the rater believes are characteristic of the employee’s performance or behavior. Behaviorally Anchored Rating Scale Productivity measures Appraisals based on quantitative measures that directly linnk what employees accomplish to results beneficial to the organization. -Criterion contamination -Focus on short-term results Management by Objectives(MBO) A philosopy of management that rates performance on the basis of employee achievement of goals set by mutual agreement of employee and manager. The appraisal focuses on four related categories Financial, customer, processes, and learning Ensuring the method’s success: Types of Appraisal Interviews Tell and sell – persuasion Tell and listen – nondirective Problem Solving – focusing the inteview on problem resolution and employee development. Appraisal Interview Guidelines: Invite Participation – Ask for a self-Assesment Change Behavior – Problem Solving Focus Minimize Criticism – Express Appreciation Establish Goals – Be Supportive Follow Up Day by Day Factors That Affect an Employee’s Performance Motivation Environment Ability ...
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...study to be discussed involves a staff nurse who has completed his/her performance evaluation with his/her healthcare manager and has left the appraisal conference disappointed in its outcome and with concerns regarding one specific incident having weighed heavily on his/her evaluation (Mary & Joanne, 2011, p. 231). At the manger level the annual performance appraisal is a toll that should utilized to evaluate past and current performance, identify educational and professional development needs, give rewarding recognition for positive performance, and take disciplinary action if needed. Nursing professional standards of practice holds that each nurse has an obligation to adhere to the code of ethics. The standards of professional practice should be utilized as a criterion when evaluating a nurse’s practice ("Professional Standards," 2012). In reviewing the information provided by the case study this author has evaluated potential problems that could have contributed to the deterioration of the evaluation of this particular staff nurse. It appears that active participation by both participants did not take place during this evaluation process. Performance appraisal must be interactive with all parties involved to be considered an effective process (Mary & Joanne, 2011, p. 219). There are three main phases of the performance appraisal process which are; planning, interviewing and utilization of outcomes (Mary & Joanne, 2011, p. 223). Planning for...
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...Lecturer : Total marks: 50 Intake : Campus : TPM Handout Date : Week 1 Due Date : Week 13 A. Project Description: (TESCO) This group assignment requires you to work as a team of four (4) members. Working in a term is an norm in the workplace. The assigned group project requires your team to look at the current information systems resources of a company selected by your module lecturer. A written report which consist of individual and group components is to be produced by the end of the submission date. The paper should focus on the use of information systems resources within a company. Information systems resources play a key role in making a company successful. The paper should focus on how information systems resources contributed to that success. The organization of the paper is up to you and your group. You may consider organizing it by subjects (content title) of information resources, or organizing it by references, or some combination of both. Nevertheless, the paper should answer the following; Your assignment is to produce: 1. As a group (30 % of the assignment marks) You should prepare the following sections of the report (word limit: 1,000): up to 1500 • Introduction • Background and current situation of the company (standing… their standing.. market share.. giant/ tesco/ aeon are competitor.. some chart.. graph pie chart.. (current market.)) o Country ?? u can choose.. different country got different...
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...Evidence-based clinical practice guidelines are a potential vehicle to achieve the implementation of EBP into clinical practice. Implementing change in practice has been attempted by a number of direct and indirect methods Implementation depends on clinicians and managers changing a variety of behaviours, and there have been more than 300 evaluations of interventions to improve implementation - Grimshaw JM, Thomas RE, Maclennan G, Fraser C, Ramsay C, Vale L, Whitty P, Eccles MP, Matowe L, Shirran L, Wensing M, Dijkstra R, Donaldson C: Effectiveness and efficiency of guideline dissemination strategies. Health Technology Assessment 2004, 8:1-84. For theory to be used in implementation research, it needs to be seen as relevant, accessible and useful, and researchers need to have expertise in behavioural theory. The relevance of theories of behaviour change would be more apparent if implementation of research findings were conceived in terms of health professional behaviour = Eccles M, Grimshaw J, Walker A, Johnston M, Pitts N: Changing the behaviour of healthcare professions: the use of theory in promoting the uptake of research findings. Journal of Epidemiology 2005, 58:107-112. Make clinical staff more aware of existing research in their specialty areas • Help clinical staff to set up and keep up to date a resource area with relevant research papers • Help clinical staff to interpret and implement research findings in practice • Help clinical staff to locate relevant...
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...Research Critique, Part 2 To write a critical appraisal that demonstrates comprehension of the research study conducted, respond to each of the questions listed under the headings below. Do not answer the questions with a yes or no; rather, provide a rationale or include examples or content from the study to address the questions. CRITICAL APPRAISAL GUIDELINES: QUANTITATIVE STUDY Protection of Human Participants * Identify the benefits and risks of participation addressed by the authors. Were there benefits or risks the authors do not identify? * Was informed consent obtained from the subjects or participants? * Did it seem that the subjects participated voluntarily in the study? * Was institutional review board approval obtained from the agency in which the study was conducted? Data Collection * Are the major variables (independent and dependent variables) identified and defined? What were these variables? * How were data collected in this study? * What rationale did the author provide for using this data collection method? * Identify the time period for data collection of the study. * Describe the sequence of data collection events for a participant. Data Management and Analysis * Describe the data management and analysis methods used in the study. * Did the author discuss how the rigor of the process was assured? For example, does the author describe maintaining a paper trail of critical decisions that were made during...
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...Performance appraisal system: Name: Institution: Performance appraisal is a human resource management practice, which has attracted a lot of attention from scholars and practitioners. It refers to the process by which a person’s job performance in an organization is scrutinized and evaluated. The reason for the implementation of performance appraisal is accomplish the goals and objectives of a firm. Performance appraisal has become part of a more strategic approach in integrating human resource activities to a company. Today, it has increasingly become a major focus in business and every organization. The system is crucial to the performance management and it directly reflects the strategic plan of an organization. The focus of PA is on an individual and not the performance of a team and this has made it to unpopular with workers in different fields. There are two types of performance appraisal, informal approach and formal approach; this paper will look at the later with respect to AMACO insurance company. The company taken for research was AMACO insurance. The company is based in Nairobi but has branches all over Kenya. The first process in which the company’s appraisal system is carried out is establishing performance criteria. The most common appraisal criteria in the company are goal achievement, behavior, traits, competencies, and improvement potential the company carefully selects each performance criteria because it pertains to achieving the company’s goals. Certain...
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...MOBILISING PEOPLE MDP 114Q MDP JAN 2012 3/12/2012 MDP JAN 2012 3/12/2012 EDS211A UNIQUE NUMBER: 229768 EDS211A UNIQUE NUMBER: 229768 TABLE OF CONTENTS 0 TABLE OF CONTENTS 1 1 EXECUTIVE SUMMARY 2 2 INTRODUCTION 3 2.1 ZULULAND ANTHRACITE COLLIERY (PTY) LTD (ZAC) 4 2.2 ST JOHN 4 2.3 CHEP 5 3 PERFORMANCE APPRAISAL 5 3.1 EFFECTIVE PERFOMANCE APPRAISAL SYSTEM 5 3.1.1 DESIGN INPUT 6 3.1.2 TRAINING APRAISERS 6 3.1.3 FORMAL AND INFORMA METHODS 6 3.1.4 APPRAISAL SYSTEM EVALUATION 7 3.2 EVALUATION OF THE THREE COMPANIES 7 3.2.1 ZULULAND ANTHRACITE COLLIERY (PTY) LTD (ZAC) 7 3.2.2 ST JOHN 8 3.2.3 CHEP 9 4 REWARDS SYSTEMS 12 4.1 THE AIMS OF REWARDING EMPLOYEES 12 4.2 REQUIREMENTS FOR AN EFFECTIVE REWARD SYSTEMS 12 4.2.1 Attract talented employees 13 4.2.2 Retain talented employees 13 4.2.3 Motivation 13 4.2.4 Legal considerations 13 5 PERFORMANCE APPRAISAL AND REWARD SYSTEMS 14 5.1 ZULULAND ANTHRACITE COLLIERY 14 5.2 ST JOHN 14 5.3 CHEP 14 6 IMPROVING PERFORMANCE APPRAISAL AND REWARDS SYSTEMS 15 6.1 OBSERVATIONS AND RECOMMENDATIONS 15 6.1.1 ST JOHN 15 6.1.2 CHEP 16 7 CONCLUSION 17 8 LIST OF SOURCES 17 EXECUTIVE SUMMARY Grobler et al (2011:293), describes performance management as a process which significantly affects organisational success by having managers and employees work together to set expectations, review results and reward performance. In www.wikipedia.org; it is said that performance management includes activities...
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