Performance appraisal connotes to the review and accomplishment of employee assigned duties in a specific organization. Typically, the appraisal gets based on employee performance while negating personal characteristics. Performance appraisal is often accurate and aimed at enhancing employee professional growth. The paper categorically endeavors to extrapolate on performance appraisal.
Emphatically, the ideal performance appraisal process involves myriad steps. The initial step of the mentioned performance appraisal is the creation of a specified file for each employee. In the created file, accomplishments of each employee get recorded. Also, areas that necessitate improvements are included too. The mentioned creation of the file gets followed by the provision of frequent feedback (Randhawa 131). The mentioned feedback gets delivered quarterly or more regularly. The cited feedback enlightens an employee through motivation or even encouragement. Typically, all disciplinary issues coupled with improvements get recorded throughout the year. Illustratively, an employee may often get involved in disciplinary issues. The fourth step of performance appraisal involves management by objectives abbreviated as MBO. MBO involves the establishment of specific goals and the means of achieving the specified goals by an employee. The cited goals get evaluated quarterly to track the advancement or even redefine the goal if need arises (Hickman 7). As the time for scheduling the appraisal meeting draws closer, an employee ought to commence the preparation of the appraisal document. During the appraisal meeting, it is essentially that both the employee and the manager become comfortable. The mentioned comfort inhibits unnecessary tension that may erupt during the meeting. Consequently, after the performance appraisal meeting, fundamental follow up gets in place. The mentioned follow up assists the employee in making necessary improvement where need be (Delay 24). Additionally, in the follow up the employee formulates new goals for the proceeding year, as well as, discussing compensation plan for it.The issues with current nursing performance appraisals.
Currently, nursing appraisal is faced with myriad challenges. The initial challenge concerns contextual problems. Typically many nurses operate in different contexts and therefore conducting a performance appraisal greatly limits them. Also, there exists the challenge related to performance appraisal structure. The cited structure proves to be a daunting task among several nurses to emulate to the latter. Moreover, much of their problems get related to the process of conducting an appraisal process. The nurses infrequently get the feedback, and direction coupled with encouragement necessary for an effective appraisal process (Spence & Wood 57). In nursing particularly, the process of conducting the appraisal often get inhibited by the recurrent medical complications that make it difficult to evaluate the current progress. Finally, in nursing, problems occur in relation to the results of performance appraisal process. Myriad nurses find it hard to evaluate their achievements because of the challenges experienced in the treatment of a specific ailment that take more than a year to cure.How are nurse management performance appraisals done and are they useful
Management performance appraisal in nursing is often conducted based on the number of patients and aliment that one has treated in an entire year. The cited system of appraisal in nursing is not helpful. Illustratively, there exist recurrent infections among varied patients. Therefore, conducting of performance appraisal through the mentioned methods undoubtedly hinders innumerable nurses from attaining a just and reliable appraisal. Additionally, there exist infections that take much longer duration to cure. The cited ailments can even exceed a year, and this impacts negatively in appraising a nurse (Nikpeyma et al 22). Performance appraisal through the cited method often elicits tension and disagreement in the nursing fraternity. The mentioned disagreements do not relate well with the healthcare process. Additionally, lack of feedback in the appraisal process often makes it difficult for registered nurses to evaluate their performance. Due to lack of feedback, the cited performance appraisal system is not helpful. In conclusion, in order to obtain high-quality patient care as the ultimate objective of performance appraisal, revision and amendment of this system is paramount.
Works cited
Delay, Dennis M. Performance Appraisal in the Public Sector: Techniques and Applications. USA: ABC-CLIO, 1992. Print.
Hickman, Stewart. How to Conduct a Performance Appraisal. Washington: American Society for Training and Development, 2001. Print
Nikpeyma, Nasrin, et al. Problems of Clinical Nurse Performance Appraisal System: A Qualitative Study. Asian Nursing Research, 8, 15-22. 2014.
Randhawa, Gurpreet. Human Resource Management. New Delhi: Atlantic Publishers & Dist, 2007. Print.
Spence, Deborah Gail, & Wood, Elizabeth E. Registered Nurse Participation in Performance Appraisal Interviews. Journal of Professional Nursing, 23, 55-59, 2007.
