ASSIGNMENT

ON
PERFORMANCE
APPRAISAL FOR
NURSING
PERSONNEL

SUBMITTED TO SUBMITTED BY

Dr.N. Gaoudam, V.Manikandan,

Associate Professor, M.Sc(N)-I Year,

Dept of Medical-Surgical Nursing, VMCON,

VMCON, Karaikal

Karaikal
 PERFORMANCE APPRAISAL FOR NURSING PERSONNEL
INTRODUCTION

Performance appraisal is also known as employee evaluation, merit rating, employee

assessment, etc. It is a systematic process of appraising an employee's current and past
performance relative to his/her performance parameters. The employee's performance should
be based on organizational expectations and the employee's actual performance. The idea that
formal evaluation improves employee performance is not a new one but it is seen in the roots
of the development of mankind. Each person is motivated when he or is told about his actual
performance and accepts what were his/her previous mistakes. The performance appraisal
process may be held annually or monthly as needed. 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.

DEFINITION

Performance appraisal at its ideal is a continuing, consultative, and participative process

conducted jointly by supervisor and subordinate, that assesses both strengths and weaknesses
of current and recent performance, expectations, and aspirations for the future

Sullivan (2009)

OBJECTIVES

• To identify employee strengths and weaknesses.

• To develop employees in their present jobs.

• To identify individuals for promotion.

PRINCIPLES

The basic principles of a good performance appraisal scheme include:

 The performance targets and outputs against which the individual is to be assessed must
be specific, measurable, and time-bound and must be jointly agreed between the
appraiser and the appraisee
 The appraisal system should be open and participatory giving the appraisee a chance to
assess their performance.
  There should be continuous monitoring of performance through dialogue and constant
guidance and provision of constructive feedback or performance to employees.

PURPOSE OF PERFORMANCE APPRAISAL

The general purpose is to improve the efficiency of the organization by ensuring that
the individual within it is performing to the best of their ability and developing their potential
for improvement.

Performance Appraisal Interview

Preparing for the interview The Key step is proper planning Set up the performance
appraisal interview in advance preferably - 2 days' notice Schedule enough time 20-30 minutes
Have specific examples of behavior to support the ratings. (Important for performance areas in
which an employee receives low

Steps of the Appraisal Interview:

Put the employee at ease

Clearly state the purpose of the appraisal.

Go through the ratings one by one with the employee.

Draw out the employees' reactions to the ratings. Ask for the reactions. Listen, accept, and then
respond.

Decide on specific ways in which performance areas can be strengthened.

Steps of the interview cont'd

If the interview revealed performance deficiencies a joint action plan should be developed to
help the employee/individual improve.

Performance Problems that require corrective action:

 Skill-related performance problems - medication error.
 Policy/procedure-related problems e.g. If a nurse violates the policy of handing over
patients to her/his peers before leaving the unit Dishonesty
 Poor communication with colleagues and patients.
 Lack of trustworthiness
 Repeated late coming
  Absenteeism

PERFORMANCE APPRAISAL TOOL FOR STAFF NURSES

Name of staff ------------------------------------------
EMP id ------------------------------------------------
Date of Joining----------------------------------------
Appraisal year-----------------------------------------
Designation--------------------------------------------
Name of in charge------------------------------------
Department--------------------------------------------
Name of administrator-------------------------------
Rating
Good-53-78
Satisfactory-27-52
Unsatisfactory - 0-26
RECOMMENDATIONS:
a) PROMOTION
Please tick if the employee can be promoted to the next level and
grade if yes,
a) indicate additional responsibilities
----------------------------------------------------------------------------------------
b) special recommendations and outstanding tasks taken up
---------------------------------------------------------------------------------------
c) training needs identification
----------------------------------------------------------------------------------------
For the HR use only
Remarks and signature Remarks and signature
(initiating officer) (reporting officer)
Approved increment Promotion
Others Approval by board
METHODS OF PERFORMANCE APPRAISAL
Ranking Method
It is the oldest and simplest formal systematic method of performance appraisal in
which an employee is compared with all others to place an order of worth. The employees are
ranked from the highest to the lowest or from the best to the worst.

Paired Comparison

In this method, each employee is compared with other employees on a one-on-one

basis, usually based on one trait only. The rater is provided with a bunch of slips each coining
a pair of names, the rater puts a tick mark against the employee whom he insiders the better of
the two. The number of times this employee is compared as better than others determines his
or her final ranking.

Grading Method

In this method, certain categories of worth are established in advance and carefully
defined. There can be three categories established for employees: outstanding, satisfactory, and
unsatisfactory. There can be more than three grades. Employee performance is compared with
grade definitions. The employee is, then, allocated to the grade that best describes his or
her performance.

Forced-Choice Method

The forced-choice method is developed by J. P. Guilford. It contains a series of groups

of statements, and ratter rates how effectively a statement describes each individual being
evaluated. A common method of forced-choice method contains two statements, both positive
and negative.

Check-List Method

The basic purpose of utilizing the checklist method is to ease the evaluation burden
upon the matter. In this method, a series of statements, i.e., questions with their answers in 'yes'
or 'no' are prepared by the HR department.

Critical Incidents Method

In this method, the ratter focuses his or her attention on those critical behaviors that
make the difference between performing a job in a noteworthy manner (effectively or
ineffectively). There are three steps involved in appraising employees using this method. First,
a list of noteworthy (good or bad) on-the-job behavior of specific incidents is prepared. Second,
a group of experts then assigns weightage or score to these incidents, depending upon their
degree of desirability to perform a job. Third, finally, a checklist indicating incidents that
describe workers as "good" or "bad" is constructed. Then, the checklist is given to the matter
for evaluating the workers.

Graphic Rating Scale Method

The graphic rating scale is one of the most popular and simplest techniques for
appraising performance. It is also known as linear rating scale. In this method printed appraisal
form is used to appraise each employee. The form lists traits (such as quality and reliability)
and a range of job performance characteristics (from unsatisfactory to outstanding) for each
trait. The rating is done based on points on the continuum.

CONCLUSION

Performance appraisal is an important aspect of human resource management it is

human resource who makes possible to achieve organization goals.
 REFERENCES

Book references

 Gupta S, Kant S. Hospital stores management. An integrated approach. 1st ed. New
Delhi. Jaypee Brothers Medical Publishers (P) Ltd. 2000.p.1-9,60-1,44-6,58-90.
 Chandorkar AG. Hospital administration & planning. 1st ed. Hyderabad.Paras Medical
publishers.2004. p. 181-215.
 Barrett J. Ward management & teaching. 2nd ed. New Delhi. The English bookstore.
1967.
 Kunder’s GD, Gopinath S, Katakam A. Hospitals planning, design & management. 1st
ed. New Delhi. Tata McGraw Hill. 1998.p.282-8.
 P. Gopalakrishnan M. Sundaresan, Materials management - an integrated approach.

Journal references

 Levy PE, Williams JR. The social context of performance appraisal: A review and
framework for the future. Journal of Management. 2004 Nov 1;30(6):881-905.
 Aggarwal A, Thakur GS. Techniques of performance appraisal review. International
Journal of Engineering and Advanced Technology (IJEAT). 2013 Feb;2(3):617-21.
 Iqbal MZ, Akbar S, Budhwar P. Effectiveness of performance appraisal: An integrated
framework. International Journal of Management Reviews. 2015 Oct;17(4):510-33.
 Fletcher C. Performance appraisal and management: The developing research agenda.
Journal of Occupational and Organizational Psychology. 2001 Nov;74(4):473-87.
 Boice DF, Kleiner BH. Designing effective performance appraisal systems. Work study.
1997 Nov 1;46(6):197-201.