...achieving a high standard of clinical practice involves appraising staff performance. Clarke, Harcourt & Flynn (2012) states that in the health sector, a key role in implementing clinical governance is by appraising the performance of staff, this in turn, is critical to containing health care costs and ensuring and improving quality patient care. The intentions of performance appraisals are to maintain and improve a high standard of patient care, however, there are many studies concluding that performance appraisals are not always effective and may even be considered destructive (Bouskila-Yam, & Kluger, 2011). Evidence suggests that appraisals provide minimal satisfaction, as at times can be perceived as unfair, poorly structured and judgmental towards some employees (Spence & Wood, 2007). The reader believes that if performance appraisals were conducted in a manner to suit all parties involved, then appraising staff would be beneficial and critical to improving clinical governance, thus, patient quality care. In the readers’ experience, performance appraisals have not been well presented or conducted by management staff; thus, the reader believing in the appraisal system as ineffective in promoting clinical governance and only creating dissatisfaction. Therefore, the purpose of this paper will be to critically review Clarke, Harcourt & Flynn (2012) study “Clinical Governance, Performance Appraisal and Interactional and Procedural Fairness at a New Zealand Public...
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...Clinical Operational Management – Assignment 2 (Critical Review Essay) Article Reviewed Clarke, C., Harcourt, M., & Flynn, M. (2013). Clinical Governance, Performance Appraisal and Interactional and Procedural Fairness at a New Zealand Public Hospital. Journal of Business Ethics, 117(3), 667-678. http://dx.doi.org/http://dx.doi.org/10.1007/s10551-012-1550-9 Introduction This is a review of article titled, “Clinical Governance, Performance Appraisal and Interactional and Procedural Fairness at a New Zealand Public Hospital” by Clarke, Harcourt, and Flynn (2013) which focuses on performance appraisal (PA). The intention of the article is two-fold. It explores how nurses perceive fairness in the process of their PA and how the perceptions can affect the effectiveness of PA. Twenty-two participants of nurses from a single department of a public hospital participated in interviews and focus groups held over a period of two months. Qualitative data collected through the interviews and focus groups were taped, transcribed and subsequently interpreted by thematic analysis. The article concluded that injustices were perceived the greatest in procedural justice. Participants felt that there was insufficient notice given to prepare. The article found that employees valued regular communication of expectations and progress prior to PA. The article recommends greater formalization of PA process and adequate training for both the appraiser and employee for a PA process to be...
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...Foundations for Effective Leadership and Management Module 16: Quality Control, Safety, Performance Appraisal and Problem Employees Required Reading: Marquis, B.L. & Huston, C.J. (2015). Leadership Roles and Management Functions in Nursing: Theory and Application, 8th ed. Philadelphia: Wolters Kluwer. Chapters 23, 24 & 25 Recommended Reading: Institute of Medicine (1999). To Err is Human: Building A Safer Health System. Washington, D.C.: National Academy Press | | Student Response | Objectives | Discuss concepts of quality control, quality assurance and quality improvement. Chapter 23 | Discuss the following:Quality control - refers to activities that are used to evaluate, monitor, or regulate services rendered to consumers.Quality Assurance - Quality assurance models seek to ensure that quality currently exists.Quality Improvement - assume that the process is ongoing and quality can always be improvedDefine the following terminology * Critical Event Analysis – process used to determines discrepancies between care provided and unit standards. * Root Cause Analysis – process used to obtain further information regarding why the standard was not met. * Benchmark - the process of measuring products, practices, and services against best-performing organizations. A tool for identifying desired standards of organizational performance. * Standard - predetermined level of excellence that serves as a guide for practice...
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...tasked with, a plan must be developed to better ensure member retention while providing the necessary support to motivate members and nurture their continued growth and development. This paper will detail a Plan for Positive Influence that will increase team motivation, satisfaction, and performance. The first element of this plan is to implement an effective appraisal system. An effective appraisal system “provides an opportunity to set goals, clarify expectations, reinforce a job well done, initiate change, and foster a healthy working relationship between supervisor and employee” (Ditzler, 1994, para. 2). Strategic control is also enhanced with such a system. “An effective performance appraisal system assures that feedback is provided on a continuous basis, not in the form of a written annual evaluation, but in the form of daily, weekly, and monthly comments from an employee’s supervisor or manager”(Caruth & Humphreys, 2008, p.27). To promote open communication and constructive feedback, team members will have a bi- weekly one on one meeting with their immediate manager. During this meeting, manager and employee will initiate and follow-up on discussions regarding employee performance (as to what is being done well and what requires improvement), training and resource needs, and workplace issues. Aside from the bi-weekly meetings, managers are encouraged to provide daily input in response to feedback internal and external to the team and goals achievement. In each...
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...systems? 1) _______ A) they reward exemplary performance B) they encourage employees to continue to increase their skillsets C) they reward employees on an objective basis D) they help to promote product quality 2) This term refers to a difference between the output of a human judgment processes and that of an objective, accurate assessment. This difference could be due to bias, prejudice, or other subjective, extraneous influences. 2) _______ A) content validity B) a first-impression effect C) rating error D) the performance appraisal process 3) In 2009, employees were expected to earn average merit increases of what percent? 3) _______ A) 8.3% B) 2.9% C) 5.2% D) 1.3% 4) Management by objective is part of which type of performance appraisal system? 4) _______ A) behavioral observation scale B) behaviorally-anchored rating scale C) goal-oriented system D) trait system 5) This occurs when a rater generalizes good performance behavior in one aspect of the job to all aspects of the job. 5) _______ A) negative halo effect B) positive halo effect C) first-impression effect D) similar-to-me effect 6) Which comparison system requires the rater to place a specific number of employees into groups that represent the entire range of performances? 6) _______ A) the critical incident technique ...
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...performance appraisals performance appraisals, performanceevaluation and assessment of jobskills, personality and behaviour - andtips for '360 degree feedback' and'360° appraisals' Performance appraisals are essential for the effective managementand evaluation of staff. Appraisals help develop individuals, improveorganizational performance, and feed into business planning. Formalperformance appraisals are generally conducted annually for all staff inthe organization. Each staff member is appraised by their linemanager. (Directors are appraised by the CEO, who is appraised by thechairman or company owners, depending on the size and structure of the organization). Annual performance appraisals enable managementand monitoring of standards, agreeing expectations and objectives,and delegation of responsibilities and tasks. Staff performanceappraisals also establish individual training needs and enableorganizational training needs analysis and planning. Performanceappraisals data feeds into organizational annual pay and gradingreviews, and coincides with the business planning for the next tradingyear. Performance appraisals generally review each individual'sperformance against objectives and standards for the trading year,agreed at the previous appraisal meeting. Performance appraisals arealso essential for career and succession planning. Performanceappraisals are important for staff motivation, attitude and behaviourdevelopment, communicating organizational aims, and fosteringpositive...
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...Report on “How I assess the training & development issues/needs of an Organization?” Prepared by : Supervised by & submitted to: Nazia Tazreen ID 2010010002014 Tazreen Rahman Md. Rasel Bhuyan ID 2011010004081 Course Teacher Abeda Awwal ID 2010110001061 Training & Development Kaniz Fatema ID 2010110001080 Mahajabin Begum ID 2010110001070 Program : MBA (THIS REPORT IS SUBMITTED FOR THE PARTIAL FULFILMENT OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION WITH A MAJOR IN HRM) 13 December 2011 Tazreen Rahman Course Teacher (Training & Development) Southeast University Dhaka Campus Subject: Submission of Report Dear Madam, With a pleasure, I would like to submit my internship report entitled “How I assess the training & development issues/needs of an Organization?” in connection of my practical experience in Bestway Group I have tried my level best to expose it’s “training & development issues/needs assessment” through collecting various significant information of Bestway Group. I hope you would kindly accept the report considering my unintentional mistakes in preparing of the report. Thanking You Sincerely Yours, ______________________ Nazia Tazreen & Group MBA Program Southeast University Dhaka Campus. |Content Name | |Page No. | |First Phase: Training & Development Process ...
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...and percentages of late performance evaluations for several departments within the county with late performance evaluations could cause several problems. First, they affect employee motivation when employees are waiting on evaluations to be completed for pay raises. This, in turn, may affect morale, productivity, and turn-over rates. The evaluation of employees’ job performance is an important personnel function and is critically important to the organization. Appraisals give the employees an opportunity to contemplate their performance at work. It is the time when employees look forward to a raise in the salary and a promotion. For the managers, appraisals are about reviewing the past performance of their employees and providing them with feedback along with some tips to improve. Performance appraisal is the means by which the work performance of employees is evaluated. Employee performance is assessed in terms of the quality and quantity of work he/she has put in. It is calculated in terms of the time and efforts contributed by the employees in achieving an assigned task. Reviews of employee performance taken within an organization are known as performance or employee appraisals. They aim at analyzing employee performance, identifying their potential and inabilities, in order to determine the employee training needs. They also aim at taking decisions about salary revisions and promotions of employees. Ideally, a performance appraisal should give way for an open...
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...Human Resources Presentation According to US Legal (2011), “An employee performance appraisal is a process—often combining both written and oral elements—whereby management evaluates and provides feedback on employee job performance, including steps to improve or redirect activities as needed. Documenting performance provides a basis for pay increases and promotions. Appraisals are also important to help staff members improve their performance and as an avenue by which they can be rewarded or recognized for a job well done.” There are many benefits to the employees as well as the business owner. Performance appraisals are used to improve a company’s productivity. It provides a launching point for a business to grow by setting goals for the company to accomplish. It also benefits the company by defining job responsibilities for management and employees. The employees can see benefits through direct communication, understanding of management roles, and understanding employee responsibilities. All of these goals can be accomplished through direct communication between employers and employees and leading to the betterment of all parties and ultimately a successful business. Through these systems we see several outcomes. Clear job descriptions, clear growth, effective management of staff, and staff input towards the company. Employees too will see several outcomes such as clear job descriptions, valued staff input, and they will know the strategies and goals...
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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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...Case 7 (Training and Performance) Unequal-Equal Supervisors Hubert Johnson is a department head. He has been with the company for 30 years and knows his way around quite well. He has two employees, Harriet Green and Neil White. Harriet has been with the company for 15 years and Neil has been with the company for six years. Harriet has always been cooperative, loyal, dependable, but not an especially good supervisor. Recently Hubert has noticed that Harriet has begun to “slip” in the performance of some of her duties. Neil, on the other hand is a very ambitious, energetic, and dependable supervisor who grasps problems quickly and easily. Hubert has to complete performance appraisals on both individuals annually. Ten months ago he did his appraising with a great deal of displeasure because he hated to face the unpleasantness of a negative performance appraisal review. As a result, he rated both the employees about the same. When a discussion about the ratings was conducted, both supervisors appeared to be satisfied with the rating they had received. Six months ago business began to fall off and a reduction in force was put into effect. This week, after a number of other people were laid off or demoted, it became necessary to move either Harriet Green or Neil White from the position of a supervisor to that of a worker until sales picked up. Hubert wants to keep Neil on the supervisor job, but on the basis of the appraisals there is no difference between the two. In the past when...
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...JDT2 Human Resources Task 3 Performance Appraisal System “Presenter’s Notes” Western Governor’s University Grace H. Kwasman April 8, 2014 Introduction “The bottom line in leadership isn't how far we advance ourselves but how far we advance others.” John C. Maxwell Performance Appraisal Systems Performance appraisal is a process by which the job performance of an employee is evaluated. It is a part of employee’s professional development and consist of regular reviews of employee performance within organizations (Wikipedia.org). The performance appraisal is a quintessential part of the human resources management in any organization. Section A- Benefits Big and small, any organization must adopt an effective performance appraisal systems in order to keep their workforce productive, meet company objectives and at competitive edge in today’s market. When effectively used, performance appraisals the benefits to the employee, the manager and the company are invaluable: a. Alignment- It provides a forum to discuss clear understanding of the expectations and what actions are needed to achieve those job expectations for the employee. The manager/company gets the opportunity to connect team and individual objectives with the organizational strategic goals. b. Accountability- During the performance appraisal, the employee are able to gain a better understanding of their faults, strengths and are able to make plan for improvement as needed...
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...Six Factors That Distort Performance Appraisals Multiple psychological factors can sway evaluators to rate employees a certain way. Most companies use performance appraisals, also known as job evaluations, to determine whether employees are meeting expectations, and to get some clues about how the employee could improve for the benefit of the business. Even so, performance appraisals have a major flaw in that they are not completely objective. Six major factors cause distortions in performance appraisals. 1. Stereotyping * People usually can fall into at least one general category based on physical or behavioral traits, and performance evaluators sometimes let stereotypes associated with those categories sway their employee appraisals. For example, a boss might assume that because many Asians excel, an Asian worker who doesn't meet a performance objective simply isn't working hard enough, even if the worker tried his best. Similarity * Often, people tend to seek out and rate more positively those who are similar to themselves. This tendency to approve of similarity may cause evaluators to give better ratings to employees who exhibit the same interests, work methods, points of view or standards. A major problem with this cause of distortion is that it can stifle innovation in a company, as "different" people must struggle to rise in the ranks. Leniency * Leniency, sometimes referred to as inflation, is the tendency of evaluators to give employees higher...
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...or informal means of appraising their employees’ performance. If employees’ performance is good, organizations will want to reinforce it; and if it is bad, they will try to take corrective actions. Performance appraisal is the ongoing process of evaluating and managing both the behavior and outcomes in the organization (Carrell, Elbert & Hatfield, 2008). It is not a process that happens once a year or every six months, but one that happens every day. Stripped to its essentials, performance appraisal always involves setting work standards, assessing the employees’ actual performance relative to those standards, and providing feedback to the employees with the aim of motivating him or her to eliminate performance deficiencies or to continue to perform above par (Dessler, 2011). Indeed, performance appraisals are widely used for administrating wages and salaries, giving performance feedback, and identifying individual employee strengths and weaknesses (Mathis & Jackson, 2011). Definition of Performance Appraisal P erformance appraisal is the process of evaluating the behavior of the employees in the work place (Maxwell, 1992). This process assumes that the employees are aware of their performance standards, and that the supervisor also provides the employees with the feedback, development, and incentives required to help the person eliminate performance deficiencies. Basically, performance appraisal is intended to engage, align, and coalesce individual...
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...1.1 INTRODUCTION Appraisal of performance is widely used in society. Usually parents will assess children and top management will assess employees. The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor's pioneering Time and Motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resources management. However formal evaluation of employees is believed to have been adopted for the first time during the First World War at instance of Walter dill Scott, the US army adopted the ‘man to man’ rating system for evaluating military personnel. During 1920 to 1930 hourly paid workers in industrial units were evaluated on the basis of rating sources. This early appraisal system was called merit rating. In early fifties performance appraisal techniques began to be used for technical, professional, & managerial personnel. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgment of an employee's performance in a job based on considerations other than productivity alone. Performance appraisal is the process of determining...
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