SARASWATI COLLEGE OF

NURSING , UDAIPUR .(RAJ)

PRACTICAL FILE

SUBJECT : NURSING EDUCATION

Assignments

Submitted To : Mr. C.G Goswami

Asst. Professor, Faculty of Nursing
Education (SCON)

Submitted by : SHABNAM AMIN

M.Sc. NURSING (OBG) PREVIOUS
YEAR, 2022-2023.
Enrolment No : 2016/7711
 Assignment-IV

Topic : PERFORMANCE
APPRAISAL

INTRODUCTION
Performance appraisal, also known as employee appraisal, is a method by which the
performance of an employee is evaluated (generally in terms of quality, quantity, cost
and time). The roots of performance appraisal can be found in Frederick Winslow
Taylor's time and motion study.

People differ in their abilities and their aptitudes. There is always some difference
between the quality and quantity of the same work on the same job being done by two
different people. Performance appraisals of Employees are necessary to understand
each employee's abilities, competencies and relative merit and worth for the
organization. Performance. appraisal rates the employees in terms of their
performance. It is widely used in the society.

DEFINITION
According to Newstrom, "It is the process of evaluating the performance of
employees, sharing that information with them and searching for ways to improve
their performance".

A performance appraisal (PA) is a systematic and periodic process that assesses an

individual employee's job performance and productivity in relation to certain pre-
established criteria and organizational objectives.
OBJECTIVES OF PERFORMANCE APPRAISAL
 To provide an opportunity for reflection and feedback on work performance
and the work environment for a given period of time between an employee and
supervisor.
 To acknowledge and encourage appropriate and above standard performance.
 To identify and remove distracters, dissatisfiers and obstacles as well as
ineffective behaviours.
 To identify areas of growth for employees and organizations.

Principles of performance appraisal:

 Objectives of appraisal are identified to all parties.
 Results by appraisal are clearly understood.
 The appraisal process and tools are developed with input from all levels of
employees affected by the job responsibilities.
 The supervisor has received education and training in the use of appraisal
process and tool.
 The appraisal process is valued by the organization.
 The appraisal process occurs consistently.

In nursing, certain principles must be followed:

1. Assess the performance in relation to behaviorally stated work goals. The
employee's evaluation should be based on behaviorally stated performance
standards for the position occupied. Eg Keep job description of nursing
personnel
2. Observe the representative sample of employee's total work activities. An
adequate representative sample of the nurse's job behavior should be
observed to provide a basis for evaluation.
3. Compare supervisor's evaluation with employees self evaluation. The nurse
should be given a copy of her or his job description, performance standards
and performance evaluation form to review before the evaluation conference
(so that supervisor and nurse can approach their discussion from the same
frame and reference).
4. Cite specific examples of satisfactory and unsatisfactory performance while
documenting nurse's performance appraisal. The manager/supervisor should
cite specific instances of satisfactory unsatisfactory behavior to substantiate
evaluative statement.
5. Indicate which job areas have highest priority for improvement.
PURPOSE OF PERFORMANCE APPRAISAL
 To provide backup data for management decisions, concerning salary
standards, merit increases, selection of qualified individuals for hiring.
 Promotion or transfer and demotion or termination of unsatisfactory
employees.

 To serve as a check on hiring and recruiting practices and as validation

of employment tests.

 To motivate employs by providing feedback about their work.

 To discover the aspirations of employees and to reconcile them with the

goals of the organization.

 To provide employees with recognition for accomplishments.

CHARACTERISTICS OF PERFORMANCE
APPRAISAL
 The philosophy, purpose and objectives of the organizations are clearly stated
so that the performance appraisal tools can be designed to reflect these.

 Job descriptions are written in such a manner that standards of job

performance can be identified for each job.

 Evaluators are trained in the use of tool.

 Plans for policing the appraisal procedure and evaluating appraisal tools are
developed and implemented.

 Performance appraisal has the full support of the top management.

 The appraisal tool used is suited to the purposes for which it will be utilized
and is accompanied by clear instructions for its use.

REASONS FOR APPLICATIONS OF

PERFORMANCE APPRAISAL
 A central reason for the utilization of performance appraisals (PAs) is
performance improvement ("initially at the level of the individual
employee, and ultimately at the level of the organization").
  Other fundamental reasons include "as a basis for employment
decisions (e.g. promotions, terminations, transfers), as criteria in
research (e.g. test validation), to aid with communication (e.g. allowing
employees to know how they are doing and organizational
expectations), to establish personal objectives for training" programs,
for transmission of objective feedback for personal development, "as a
means of documentation to aid in keeping track of decisions and legal
requirements" and in wage and salary administration.

 Additionally, PAs can aid in the formulation of job criteria and selection
of individuals "who are best suited to perform the required
organizational tasks". A PA can be part of guiding and monitoring
employee career development. PAs can also be used to aid in work
motivation through the use of reward systems.

WHEN PERFORMANCE APPRAISALS ARE

CONDUCTED
Performance appraisals (PAs) are conducted at least annually. However, "it has been
acknowledged that appraisals conducted more frequently (more than once a year)
may have positive implications for both the organization and employee."
It is suggested that regular performance feedback provided to employees may quell
any unexpected and/or surprising feedback to year-end discussions. In a recent
research study concerning the timeliness of PAs, "one of the respondents even
suggested that the performance review should be done formally and more frequently,
perhaps once a month, and recorded twice a year."

Other researchers propose that the purpose of PAs and the frequency of their
feedback are contingent upon the nature of the job and characteristics of the
employee. For example, employees of routine jobs where performance maintenance is
the goal would benefit sufficiently from annual PA feedback. On the other hand,
employees of more discretionary and non-routine jobs. where goal-setting is
appropriate and there is room for development, would benefit from more frequent PA
feedback.

PROCESS OF PERFORMANCE APPRAISAL

1.Establish Performance Standards

Appraisal systems require performance standards, which serve as benchmarks
against which performance is measured. In order to be useful, standards should
relate to the desired results of each job. Appraisals must have a clear- cut criteria.
Performance standards must be both to the appraiser and the appraise. The
performance standards of goals must be developed after a thorough analysis of the
job. Goals must be written down. They must be measurable within certain time and
cost considerations.

2.Communicate the Standards

Performance appraisal involves attract two parties; the appraiser who does the
appraisal and the appraise whose performance is being evaluated. Both are expected
to do certain things. The appraiser should prepare job descriptions clearly, help
appraise set his goals and targets; analysis results objectively; offer coaching and
guidance to appraise whenever required and reward good results. The appraiser
should be very clear about what he is doing and why he is doing. For this purpose,
the performance standards must be communicated to appraise and their reactions are
noted initially. These standards must be revised or modified as and when required.

3. Measure Actual Performance

After the performance standards are set and accepted, the next step is to measure
actual performance. This requires the use of dependable performance measures, the
ratings used to evaluate performance. Performance measures in order to be helpful
must be easy to use, reliable and report on the critical behaviors that determine
performance. Generally, managers regarding how to measure actual performance use
four common sources of information: personal observation, statistical reports, oral
reports and written reports.

4. Compare Actual Performance with

Standards
Actual performance may be better than expected and sometimes it may even go off
then track. The assessment of another person's contribution and ability is not an easy
task. It has serious emotional overtones as it affects the self- esteem of the appraise.
Any appraisal asked on subjective criteria is likely to be questioned by the appraisers
and leave him quite dejected and unhappy when the appraisal turns out to be
negative.

5. Discuss the differences

If there have any major difference between actual and standard, that will be discussed
in management and discuss with particular employee or group.

6. Corrective Action, if Necessary

Corrective action is of two types: The one, which puts out the fires immediately and
the other one, which strikes at he root of the problems permanently. Immediate action
sets things right and get things back or track, whereas the basic corrective action
gets to the source of deviations and seems to adjust the difference permanently.
Basic corrective step seek to find out how and why performance deviate.

METHODS OF PERFORMANCE APPRAISAL

a) Essay technique:
The evaluator writes a paragraph or more regarding a particular employee's strength
& potential. Essay content should reflect the employee's performance in relation to
his job description. It may also include information about personal characteristics
which are pertinent to the employee's job such as the ability to work well with others
or motivation for professional growth.

Advantages of essay:
1) Provide in depth analysis of performance.
2) Helps to identify training & development needs & problem areas.

Disadvantages of essay:
1. Time consuming
2. Vary greatly in length & content
3. Difficult to combine & compare

b) Graphic rating scale:

It requires a rater to assign a numerical value to each dimensions of performance to
indicate judgments ranging from superior to unsatisfactory.

Advantages of graphic rating scale:

1) More consistent & reliable than essay

2) Acceptable to raters

3) Easy to construct

Disadvantages of graphic rating scale:

1) Does not yield the depth of information

c) Checklist
Checklist calls for a simple "yes or no". It is a method of recording whether a
characteristic is present or absent or whether an action is taken or not.
Advantage of checklist
1. Helps for the evaluation of large number of employees.

Disadvantage of checklist:
1. Difficult to construct.

d) Field review
This may be utilized to avoid rater bias or to allow comparison of several supervisor's
rating for the same employee. A member of the personal or central administrative
staff meets with a small group of rater and reviews each employee's rating to:

 Identify areas of inter-rater agreement

 Help the group arrive at a consensus

 Determine that each rater conceives the standards similarly.

Advantage of field review:

1. Group judgment seems to be more fair and valid

Disadvantage of field review:

1) Time consuming

e) Rating method
In this method the rater is asked to choose from among groups of statements, those
which 'best fit the individual being rated and those which least fit him'. The
statements are then weighed & scored.

Advantage of rating method:

1. Reduce bias since the rater does not know the scoring value for each statement.

Disadvantage of rating method:

1) Costly to develop
f) Critical incidence:
It is operated by the supervisors by collecting and recording instances of their
subordinates performing in the ways that are of critical importance to the success or
failure of the job. These critical incidences are reviewed with the employees during a
schedule feedback interview.

Advantage of critical incidence:

1) Evaluator rates performance rather than personality traits.

2) Helps supervisor do a better coaching job and communicate performance appraisal

information to subordinates.

Disadvantage of critical incidence:

1) Difficult to accomplish

2) Time consuming

g) Management by objectives:
It focuses on the supervisor's observation of the subordinate's performance
measured against specific, predetermined goals which have been jointly which have
been agreed by both. During a feedback interview, the superior discusses the results
and his evaluation with the subordinate & new goals for the following time period are
established.

Advantages:
1) It avoids the problem of criticism by employees that are being judged by unfairly
high standards goals.
2) It encourages employee's participation in setting their own work.

Disadvantages:
1) Employee's goals may not coincide with management.
2) Employees may not always want to be involved in their goal setting.

h) Work standard technique

When utilizing work standard techniques, management sets measurable, identifiable
work standards for each job. These may be either quantitative or qualitative standards
or both.
Advantage:
1. If adequate time is spent arriving at realistic output standards, work standards
technique's primary advantage is that an objective and accurate appraisal of the work
of employees can result.

Disadvantage:
1. The disadvantage is that comprising employees become difficult if different
standards are used for different job.

i) Ranking method
The two most common ranking methods are
 Alternation ranking
 Paired comparison ranking.

In the alternation ranking method, the names of employees are listed on the left hand
side of a sheet of papers in random order. The supervisor begins by choosing the
most valuable employee on the list and writing his name at the top of the column on
the right hand side of the sheet.

The least valuable employee is then selected & his name is written at the bottom of
the right hand column. The supervisor next chooses the most valuable person from
the remaining list of names, enters his name below the top name on the right hand
list, and so on. This procedure produces an order of merit ranking.

Paired Comparison ranking:

In this, we list the names of the employees on the left side of the sheet. On the basis
of the criteria we compare the performance of each employee with that of the other
and put tally marks infront of their names accordingly. The man with the most tallies
is the most valuable person and the man with no tallies at all is regarded as the least
valuable person.

Advantage:
1. They are especially useful in making decision about salary administration,
promotion, selection, particularly when done independently by several raters and
combined.

Disadvantage:
1) Time consuming
j) Assessment centre technique:
It is used to select a person for a job for which he has no prior experience, or to
assess potential. Typically individuals from different departments are brought
together to spend two or three days working on individual and group assignment
similar to the one they will be handling if they are promoted. The pooled judgment of
observers sometime derived by paired comparison or alternation ranking loads to an
order of merit ranking for each participant.

Advantage:
1. The primary advantage of using an assignment center is that it allows employees
who are unknown to the top management to be seen & assessed, and this can
improve morale in an organization.

Disadvantage:
1. The major disadvantage is that assignment centers are both costly and time
consuming

OBSTACLES TO EFFECTIVE PERFORMANCE

1) Lack of support from top management.

2) Resistance on the part of evaluators because:

a) Performance appraisal demands too much of supervisor's efforts in terms of time,

paper work and periodic observation of subordinate's performance.

b) Supervisors do not fully understand the purposes and procedures of performance

appraisal.

c) Supervisors lack skills in appraisal techniques.

d) Performance appraisal is not perceived as being productive.

3) Evaluator biases and rating errors, which result in unreliable and invalid ratings.

4) Lack of clear, objective standards of performance.

5) Failure to communicate purposes and results of performance appraisal to

employees.

6) Lack of suitable appraisal tool.

7) Failure to police the appraisal procedure effectively.

ADVANTAGES OF PERFORMANCE
APPRAISAL

Promotion: Performance Appraisal helps the supervisors to chalk out the

promotion programmes for efficient employees. In this regards, inefficient workers
can be dismissed or demoted in case.

Compensation: Performance Appraisal helps in chalking out compensation

packages for employees. Merit rating is possible through performance appraisal.
Performance Appraisal tries to give worth to a performance. Compensation packages
include bonus, high salary rates, extra benefits, allowances and pre-requisites are
dependent on performance appraisal. The criteria should be merit rather than
seniority.

Employees Development : The systematic procedure of performance

appraisal helps the supervisors to frame training policies and programmes. It helps to
analyse strengths and weaknesses of employees so that new jobs can be designed
for efficient employees. It also helps in framing future development programmes.

Selection Validation: Performance Appraisal helps the supervisors to

understand the validity and importance of the selection procedure. The supervisors
come to know the validity and thereby the strengths and weaknesses of selection
procedure. Future changes in selection methods can be made in this regard.

Communication: For an organization, effective communication between

employees and employers is very important.

 Through performance appraisal, communication can be sought for in

the following ways:

 Through performance appraisal, the employers can understand and accept skills of
subordinates.

 The subordinates can also understand and create a trust and confidence in
superiors.

 It also helps in maintaining cordial and congenial labour management

relationship.

 It develops the spirit of work and boosts the morale of employees.

DISADVANTAGES OF PERFORMANCE APPRAISAL

1) One Sided Input

Traditional performance appraisals involve a supervisor and supervisee, both of

which have limited perspectives. As with any situation, limited perspectives lead to a
limited amount of information by which to judge performance.

If a manager is busy supervising several people, as well as tasks and other projects,
then there will be limited time to take in the full scope and practice of the performance
of the supervisee. As an alternative, many industries today are utilizing 360-degree
feedback, which takes into account the relationships that an employee has with peers,
customers, clients, supervisors and those whom the supervisee is responsible for
overseeing.

2) Forms Only Give Quantitative or Qualitative Data:

Many times, feedback forms that are utilized in performance appraisals only use
quantitative or qualitative measures, but not both. Quantitative appraisals
mainly measure numbers, such as how many projects, how many were on time. While
this is important, there are other things to take into consideration.
Qualitative benchmarks involve the completion of personal or professional goals and
the stories of how the supervisee utilized opportunities to lead by example and
proactively implement the values and mission of the organization. Listening to the
stories of what has happened over the past year and looking at numbers and
outcomes will result in a clearer picture of what the value of the employee is to the
organization.

3) Once-a-Year Raises

Performance appraisals are usually done once a year and are connected to an
increase in salary. This is a disadvantage in that supervisees generally live in fear and
experience anxiety when their review time comes up. Having more consistent
interaction when it comes to feedback between management and supervises can help
reduce the fear, anxiety and wondering about a raise. Furthermore, the employee
naturally will want to bargain for more money focusing on their strengths and the
management will want to emphasize the constructive areas of performance evaluation
in order to keep from giving raises, since money is a limited resource in any
organization. This adds to the stress of the review.
 Halo Effect: It is the tendency to over rate a person's performance or over
emphasize a positive event, i.e. rating the person higher than deserved for various
reasons.
Horn effects: It is the tendency to rate an employ lower than that
performance, for various reasons or over emphasize a negative event & under rate
total performance.

Central Tendency error: In this performance a person is not is not

observed and medium rating given for all tasks.

Self Aggrandizing effect: Rates worker so as to create favourable view of

manager.

Performance appraisal & legal implication:

There are federal laws addressing fair employment practices, and this also concerns
performance appraisal (PA). Discrimination can occur within predictions of
performance and evaluations of job behaviors. The revision of many court cases has
revealed the involvement of alleged discrimination which was often linked to the
assessment of the employee's job performance.

Some of the laws which protect individuals against discrimination are "the Title VII of
the Civil Rights Act of 1964, the Civil Rights Act of 1991, the Age Discrimination in
Employment Act (ADEA), and the Americans with Disabilities Act(ADA)."Lawsuits
may also results from charges of an employer's negligence, defamation, and/or
misrepresentation.

A few appraisal criteria to keep in mind for a legally sound PA is to keep the content
of the appraisal objective, job-related, behavior-based, within the control of the ratee,
and related to specific functions rather than a global assessment.
Some appraisal procedure suggestions for a legally sound PA is to standardize
operations, communicate formally with employees, provide information of
performance deficits and give opportunities to employees to correct those deficits,
give employees access to appraisal results, provide written instructions for the
training of raters, and use multiple, diverse and unbiased raters. These are valuable
but not exhaustive lists of recommendations for PAs.

Cross cultural implication of performance appraisal:

 Performance appraisal (PA) systems, and the premises of which they were
based, that have been formed and regarded as effective in the United States
may not have the transferability for effectual utilization in other countries or
 cultures, and vice versa. Performance "appraisal is thought to be deeply
rooted in the norms, values, and beliefs of a society". "Appraisal reflects
attitudes towards motivation and performance (self) and relationships (e.g.
peers, subordinates, supervisors, organization), all of which vary from one
country to the next". Therefore, appraisal should be in conjunction with
cultural norms, values, and beliefs in order to be operative. The deep-seated
norms, values and beliefs in different cultures affect employee motivation and
perception of organizational equity and justice. In effect, a PA system created
and considered effectual in one country may not be an appropriate assessment
in another cultural region.For example, some countries and cultures value the
trait of assertiveness and personal accomplishment while others instead place
more merit on cooperation and interpersonal connection. Countries scoring
high on assertiveness consider PA to be a way of assuring equity among
employees so that higher performing employees receive greater rewards or
higher salaries.
 Countries scoring low on assertiveness but higher in interpersonal relations
may not like the social separation and pay inequity of higher/lower performing
employees; employees from this more cooperative rather than individualistic
culture place more concern on interpersonal relationships with other
employees rather than on individual interests.
 High assertive countries value performance feedback for self- management
and effectiveness purposes while countries low in assertiveness view
performance feedback as "threatening and obtrusive". In this case, the PA of
the high assertive countries would likely not be beneficial for countries scoring
lower in assertiveness to employ. However, countries scoring lower in
assertiveness could employ PA for purposes of improving long-term
communication development within the organization such as clarifying job
objectives. guide training and development plans, and lessen the gap between
job performance and organizational expectations.

PLAN OF ACTION PROCESS OF STAFF

EVALUATION
The Performance Appraisal process involves the following steps:
  Establishing performance standards

 Communicating standards and expectations

 Measuring the actual performance

 Comparing with standards

 Discussing results (Providing feedback)

 Decision making - taking corrective actions.

PIMS, PECIFIC INSTITUTE OF MEDICAL

SCIENCE, UDAIPUR RAJ.

APPRAISAL FORM FOR STAFF NURSE EMPLOYEE

INFORMATION

Name:_____________________________________

Review Period: from ____________ to __________

Designation: _______________________________

Department: _______________________________

Date of joining:____________________________

Date: ______________

Review guidelines:

Complete this review record using the following scale: 1-Poor, 2- Fair, 3- Good, 4-
Very Good, 5- Outstanding.
Signature of reviewing officer (NS): Signature of Medical Superintendent:
PIMS, PECIFIC INSTITUTE OF MEDICAL
SCIENCE, UDAIPUR RAJ.

APPRAISAL FORM FOR ANS/DNS EMPLOYEE

INFORMATION

Name:________________________________________

Review Period: from __________________to ____________________

Designation:________________________________________

Department: ________________________________________

Date of joining: _________________________________________

Date: _______________________________________

Review Guidelines: ___________________________

Complete this review record using the following scale:

1- Poor, 2- Fair, 3- Good, 4- Very Good, 5- Outstanding

Signature of reviewing officer (NS): Signature of Medical Superintendent:
SARASWATI COLLEGE OF NURSING,
UDAIPUR RAJ.

APPRAISAL FORM FOR TUTOR EMPLOYEE

INFORMATION

Name: ________________________________

Review Period: from _____________ to ____________

Designation: _____________________________

Department: ____________________________

Date of joining: __________________________

Date: ___________________________

Review guidelines: ___________________________

CONCLUSION
Performance appraisal or merit rating is one of the oldest and most universal
practices of management. The approach resulted in an appraisal system in which the
employee's merits like initiative, dependability and personality were compared with
others and ranked or rated. The trend today is to attempt to measure what man does
(performance appraisal) rather than what he is (merit rating). Appraisal can be made
by one or more supervisors or by subordinates or peers. There can even be a system
of self- appraisal in which an employee can evaluate his own performance and
potential.

BIBLIOGRAPHY
Basavanthappa BT (2009), Nursing Education, New Delhi, Jaypee Brothers medical
publishers.

Reh, F.J. (2012). How To Give Negative Feedback Properly. Retrieved from
http://management.about.com/cs/peoplemanagement/ht/negativefb.ht. m

Singapore General Hospital. (2011). Employee Appeal Procedure (HR-PP-073)

Singapore General Hospital. (2011). Performance Appraisal Form Exempt Employee

(91200-FM-010)

Clement, 1. Management of nursing services and education. I edition, 2011, Reed

Elsevier India Pvt. Ltd. 296-302
Vati, Joginder. Principles and Practice of Nursing Management and Administration. I
edition, 2013, Jaypee Brothers Medical Publishers. 408-421

Cleveland JN, Murphy KR. Analysing performance appraisal as goal directed

behaviour Research in Personal and Human Resource Management 1992, 10: 121-185