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Results for “Employee Performance Appraisal”

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At least 19 recordsLinked to original sources
PubMed1984

Performance appraisal: a positive management tool.

Employees want to know and need to know where they stand. Managers are expected to improve performance and stimulate productivity. What more logical way to fulfill both of these requirements than employee performance appraisals? Informal appraisals are made by every medical group manager on a daily basis. When these appraisals are channeled into a more formal, systematic appraisal program, management, employees, and the organization can all benefit. The ingredients of a positive, effective employee performance appraisal system are identified here and critical areas are addressed, including program prerequisites, setting up a workable plan, completing the written appraisal, and conducting the evaluation interview.

Employee Performance Appraisal↗
PubMedDate not supplied

Six steps to improve discussions of employee performance.

Formal performance appraisal interviews are often ineffective because they strain working relationships between managers and employees and provide inadequate feedback to both parties. This article provides supervisors with specific guidance to improve appraisal interviews by addressing three topics: 1) why appraisal interviews are held; 2) what information is exchanged; and 3) how the interviews are planned and conducted. The author advises supervisors to discuss administrative decisions with the employee in an annual meeting and to stress employee development and performance improvement in separate interviews held as often as necessary. The article emphasizes that interviews are more effective when the topics discussed are observable employee performance and results rather than more subjective assessments of personal qualities, skills, and knowledge, which lead to employee defensiveness. Specific guidelines are given to help supervisors draw out the employee's assessments of his or her own performance and plans for improvement. This two-way communication approach contributes to a positive discussion between supervisors and employees and is also appropriate when team members assess the performance of their peers.

Communication↗
PubMedDate not supplied

The remedial evaluation instrument. A new approach.

This article proposes a different approach to address a reality of the nursing world: that of the Registered Nurse displaying cumulative technical performance deficiencies. This situation, with its accrued practical, intellectual, moral and emotional costs, deserves closer examination and careful reflection. To rehabilitate or to dismiss--two dissenting viewpoints implying ambiguity and distress. The dramatic universal nursing shortage tempts one to override or suppress this problem as does human reluctance to make judgements regarding dismissal. However, the importance of maintaining performance standards is crucial to the well-being of our ultimate consumer--the patient. The authors wish to explore issues surrounding, and the implementation of, one instrument designed to challenge the use of a conventional Employee Performance Appraisal Evaluation. The Remedial Evaluation Instrument (R.E.I.) as proposed in this article, may aid in resolving the problem of substandard employee performance.

Clinical Competence↗
PubMedDate not supplied

Personality conflicts and objectivity in appraising performance.

A daunting challenge for any health care manager is to be involved in a personality conflict with an employee and then maintain objectivity in appraising that employee's performance. This article explores the relationship between personality conflicts and performance appraisal. Types of perceptual problems, such as recent behavior bias and horn effect, are discussed. Methods for involving input from appropriate individuals other than the manager and ways managers can improve objectivity in appraising performance are covered.

Conflict, Psychological↗