Comprehensive Guide to Staff Appraisal Programs

1. Unit 11 STAFF APPRAISAL PROGRAMS

2. Definitions: * Systematic evaluation of individual with respect of their performance on the job and their potential for development * giving and receiving feedback that occurs within most organizations * Purposes of Performance appraisal: To determine job competence To enhance staff development and motivate personnel toward higher achievement To recognize employee's accomplishments To improve communications between supervisors.

3. 5. To improve performance, encouraging better relationships among nurses 6. To aid supervisor’s counseling. 7. To determine training and developmental needs of nurse. 8. To make inventories of talent within the organization. * Uses of performance appraisal: Salary determination Promotion decisions. Transfers. Demotionsتنزيلالدرجة. Staff development.

4. * Components of appraisal process: Day by day supervisor-subordinate interactions. (coaching, counseling, disciplining) Written documentation The formal appraisal interview. Follow up session may involve training and discipline when needed. * Components to be evaluated: Traits: (Personal characteristics) Results. Behavioral criteria: (Professional behavioral activities). Combining different types of criteria.

5. Methods of evaluation: 1. Anecdotal note: Are objective descriptions behavior recorded on paper or a form *The notations should include who was observed, by whom, when, and where. * description of setting or background and the incident, and recommendations may be included. Good &bad words should be avoided. 2. Checklists: - Assess the presence or absence of desired characteristics or behavior. E.g. tangible variables, and nursing skills.

6. 3. Rating scales: The most widely used - Method of rating an individual against a set standard. ( job description, desired behaviors or personal traits). 4. Management by objectives (MBO) : Tool for effective planning and appraisal. (objectives & not personality characteristics)

7. The following steps guide the employee and supervisor in their roles. (MBO) The job description serves as a guide only. Employee sets short-tern goals and target dates in cooperation with the manager Both parties agreeupon the evaluation criteria. Regularly but more than once a year the employee and supervisor meet to discuss progress.(modification can be made if both parties agree). The manager’s role is supportive, assisting the employee goals. Manager determines whether goals was achieved or need coaching and counseling. The entire process focuses upon results and not upon personal traits

8. Advantages of MBO: Employees set their own goals Minimize Defensive feeling, and team work prevailsيسود. Focus on the controllable present and future rather than the uncontrollable past. 5. Peer review: (collegial review) - Group of registered nurses evaluate the quality of another registered nurse’s professional performance .

9. * Notes before implementing peer review appraisal tools: Tools must reflect standards to be measured. Staff must receive orientation to the process prior to its implementation. Data needs to be obtained from agreed-upon sources e.g. observations, charts, care plans. Ongoing support, resources, and information must be available to the staff during the process. Peer review in nursing should continue to expand as nursing increases it’s autonomy &professional status

10. 6. Appraisal interview:(several kinds) - Tell and sell = works best with new employee Tell and listen = superior speaks half the time and the subordinate speak for the remainder time. (good relationship) * Discipline of personnel: Lack of knowledge about policies and procedures are the cause the disciplinary action. Manager should provide orientation for the new employee. E.g. (employee’s handbook). The primary function of discipline is to encourage the person to behave appropriately in the future.

11. Principle of disciplinary action: 1- Positive attitude: - Manager’s duty is to maintain a positive attitude by expecting the best from her staff, and preventing or correcting undesirable behavior 2- Investigate carefully: - Manager must check allegationsادعاءات, talk to witnesses. - Manager should accept the staff nurses account until and unless the allegations are proven The supervisor may wish to consult other supervisors.

12. Principle of disciplinary action.. Cont.: 3- Be prompt: If the discipline is delayed, the relationship between the punishment and the offenseجرم may become less clear. (The longer the delay, the more the staff nurse forgets her actions, and the fewer are the positive educational effects for the future). 4- Protect privacy: - Disciplinary action affects the ego and it is better to discuss the situation in private. - Helping the nurse save face, but public reprimand may be necessary for a nurse who does not take private criticism seriously.

13. Principle of disciplinary action.. Cont.: 5- Focus on the act: - When disciplining a staff nurse, the supervisor should focus on unacceptable behaviors not on personality. 6- Enforce rules consistently: -Offending مخالفemployees should be treated equally. Consistency reduces the possibility of favoritismتحيز. 7- Be flexible: A penalty should be determined only after the entire record of the employee is reviewed, and should also be taken into consideration.

14. (If the supervisor enforces identical penalties for seemingly similar offenses, she may be excessively sever with one person and lenient with the other). 8- Advise the employee: - Employer must be informed that his conduct is not acceptable. 9- Take corrective, constructive action: -The staff nurse should be counseled as to whatbehavior is required and how she can avoid future disciplinary action 10- Follow up: - Manager should quietly investigate to determine if the staff nurse's behavior has changed. And reevaluate the situation to try to determine the reason for the nurse's attitude.

15. Unit 12 PENALTIES

16. 1- Oral reprimand.لفت نظر شفوي For minor violations that have for the first time the manager may give an oral warning in private to correct the deviation. - Over time the supervisor may become unsure and inexact about what was said to whom and under what conditions. -The supervisor is advised to make an anecdotal note of the time, place, occasion, and the gist of the reprimand. Oral comments may be easily forgotten, but too formal handling of initial minor offenses can be counterproductive

17. 2- Written reprimand: When the offense is more serious or repeated, the reprimand may be written. The written notice should include the name of the worker, the name of the supervisors the nature of the problem, the plan for correction, &consequences of future repetition. It is recommended that the worker read &sign the report and received a copy of it, or both. If personnel refuse to sign, the supervisor may ask another managerial person to sign as witness. At the end of the designated time, the supervisor and worker should have another conference to determine if the terms of the agreement have been met, or not so additional penalties will probably be necessary.

18. 3- Other penalties: Finesغرامات may be charged for offensesجرائم such as tardinessتأخر. Transfer to a less desirable shift, loss of preference of assignment, placement at bottom of seniority list, or reduced holiday and vacation time. Layoff demotionاستبعاد and discharge are the most serious penalties and need approval beyond the supervisor. Demotionتنزيل الرتبة is a questionable solution, it creates hardfeelings, which may be contagious, and more than likely places the offender in a position for which she is overqualified. Termination becomes necessary as a last resort. +++

19. Components of a disciplinary action program: 1- Codes of conduct: Employees must be informed of the nature and meaning of codes of conduct, Agency handbooks, policy manuals and orientation programs may be used. 2- Authorized penalties: The agency’s disciplinary action program should indicate that the current actions is being administered without bias and is directly related to the offense

20. 3- Records of offenses and corrective measures. - The personnel record should indicate the offense, management’sefforts to correct the problem and resulting penalties. 4. Right of appeal:حقالاستئناف The right of employee appeal is a part of each disciplinary action program. Fair supervisor need not fear a review of his actions by others.

21. THE END الحمد لله رب العالمين