3. the ability to get individuals to do
what you want them to do, when and
how you want it done
MOTIVATION
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4. FIND THE RIGHT REWARDS
IN ORDER TO MOTIVATE
OTHERS!
Personal
Economic
Creative
5. MOTIVATION
Understanding how others work.
Some internal or external force to
move human beings to continuous
high levels of productivity.
Have an effect on outcomes such
as performance, turnover, and
absenteeism
6. COMPREHENSIVE
APPRAISAL SYSTEM
Determine ability required
Match ability of job and employee
Improve employee’s abilities
(staff development)
Enhance employee’s motivation (reward
system)
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7. A simplified model of job
performance
MOTIVATION
• Benefits
• Job design
• Leadership style
• Recruitment and
selection
• Employee
goals/needs/
abilities
ABILITY
• Responsibilities
• Education –
Basic/
advanced
• CNE
• Skills/abilities
EMPLOYEE
PERFORMANCE
•Daily performance
•Attendance
•Punctuality
•Adherence to
Policies/procedures
•Absence of incidents
errors/accidents
•Honesty
•Trustworthiness
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8. PERFORMANCE APPRAISAL
Systematic, standardized evaluation
of an employee by the supervisor,
aimed at judging the value of the
employee’s work contribution,
quality of work, and potential for
advancement
9. PERFORMANCE APPRAISAL
Definition
• The process of interaction, written
documentation, formal interview and follow
up that occurs between managers and their
employees in order to give feedback, make
decisions and cover fair employment
practice law
- Eleanor J Sullivan
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10. PERFORMANCE APPRAISAL
Definition
• Is a periodic formal evaluation of how
well the nurse has performed her duties
during a specified period
- Ann Mariner
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11. GOAL OF PERFORMANCE
APPRAISAL?
To improve performance
Letting employee “know where they
stand”
Giving performance feedback - strongest
nonfinancial reward!
12. Purposes
Determine job competence
Enhance staff development
Discover employee’s aspirations
Recognize accomplishments
Improve communications
Aid in manager’s coaching and counseling
Determine training and developmental needs
Make inventories of talents
Select for advancement of salary
Identify unsatisfactory employees04/10/2015 www.drjayeshpatidar.blogspot.com 12
13. Is your appraisal system
nondiscriminatory?
Be in writing and carried out at least once in a year
Share with employee
Opportunity to respond in writing
Appeal the results
Opportunity for observation
Maintenance of Anecdotal reports/critical incidents
Training of evaluators
Focus on employee behavior and results rather on
personal traits or characteristics
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14. Evaluation Philosophy
ABSOLUTE JUDGEMENT:
Based on reasonable and acceptable
standards set by the organization
COMPARATIVE JUDGEMENT:
Employees are compared with each other
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16. Guidelines for Performance Criteria
Realistic
Measurable and verifiable
Practical
Relevant
Non Discriminating
Stable
Time bound
Written
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17. PERFORMANCE
APPRAISAL PROCESS
Step 1
Assess institutional and personal
needs and set goals
Step 2
Establish objectives and time frame
Step 3
Assess progress
Step 4
Evaluate progress
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18. Performance Appraisal
Mechanisms
• Personal
• Peer
• Managerial evaluation
– Evaluative
• Making decisions/rewards (past performance)
– Judgmental or developmental
• Role as counselor, areas of improvement
• Identifying resources available
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19. FORMAL AND INFORMAL
PROCESS
• Informal - day-to-day
– Coaching - approach to developing people
– Ongoing, face-to-face collaboration
• Formal
– Written documentation
– Formal appraisal interview with follow-up
• Work is measured against some standard for the
purposes of determining the level of quality of
job performance
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22. Management by Objectives
Review the mission and group objectives
List major job responsibilities
Determine expected levels of
accomplishment
Meet manager to establish priorities
Develop plans for the accomplishment of the
objectives
Annual review – comparison of actual results
with expected levels of accomplishment
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23. Advantages of MBO - staff
Works on participative management
Based on characteristics of a specific person and
job
Control and emphasis over future
Awareness of the standards of judgment, goals,
priorities and deadlines
Understanding about progress
Stimulates higher individual performance / morale
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24. Advantages of MBO - manager
Reservoir of personnel data and performance
information
Basis for promotion/ compensation
Relationship with staff as coach
Directs work activities towards organization
goals
Facilitates planning
Objective appraisal criteria
Reduces role conflict
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25. Limitations of MBO
Difficult of implement
Needs teaching and reinforcement
Manager responsible for assessing results and not activities
directed towards results
Some nurses do not want to be involved in setting goals
Only lip service
Stresses on results but not on methods to achieve them
Frustration when higher goals are set
Neglects qualitative factors
No comparative data for promotion/ salary increase
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26. Key concept:
Clients, peers and superiors are
always evaluating a nurse’s
performance!
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27. Who is a peer?
• A peer is a person of the same
profession, grade or setting.
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28. Peer review
• A process whereby a group of practicing
registered nurses evaluate the quality of
another RN’s professional performance
Ann Mariner
• A process by which other employees assess
and judge the performance of professional
peers against predetermined standards
- Eleanor J Sullivan
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29. • An organised effort where people critically
appraise, systematically assess, monitor,
make judgements, determine their
strengths and weakness and review the
quality of their practice, to provide
evidence to use as the basis of
recommendations by obtaining the opinion
of their peers.
• Offers staff an opportunity to both give
and receive support, and to network across
the site involved.
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30. Peer evaluation process
Review of employee’s self evaluation form
Reference letters, committee work, special projects,
additional education, contributions to nursing
Performance evaluation by manager
Review of past performance, care plans and charting
Assessments, observation of the nurse
Interviews with her patients
Summary of findings
Presentation of findings and recommendations to the
nurse
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31. Advantages & Limitations
Advantages:
Accountability and responsibility for
nursing performance.
Limitations:
Threatening and time consuming
Risk of rating candidates too high or too
low
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32. Appraisal interview
Tell and sell
Tell and listen
Problem solving
Goal setting
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33. Appraisal interview style
Purposes of evaluation
Manager’s philosophy of management
Institutional guidelines
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34. Key behaviors for an
appraisal interview
Put the employee at ease
Atmosphere creation
Clearly state the purpose of the interview
Go through the ratings one by one with the
employee
Draw out the employee’s reactions to the ratings
Decide on specific ways in which performance
areas can be strengthened
Set a follow up date
Express confidence in the employee.04/10/2015 www.drjayeshpatidar.blogspot.com 34
35. PERFORMANCE
APPRAISAL OUTCOMES
improve performance
improve communication
reinforce positive behavior
method to communicate/correct
provide basis for regards/basis for
motivation
provide basis for termination if necessary
identify learning needs and develop
personnel04/10/2015 www.drjayeshpatidar.blogspot.com 35
