PERFORMANCE APPRAISAL

INTRODUCTION: Performance appraisal is assessment of how staff member is

doing job. Employee performance is the product of three underlying factors. i.e
ability, motivation and environment.
DEFINITION : It is defined as a method used to determine whether a service is
needed and likely to be used, whether a service is needed and likely to be used,
whether it is conducted as planned and whether the service actually helps the
people in need.
Performance appraisals are used by organizations to determine promotions, lateral
movement, transfers, pay increases, bonus decisions as well as stock grants.
Performance appraisals are also used to determine separation decisions.
Performance reviews, evaluations, personnel ratings, employee appraisals , merit
ratings are terms that are used synonymously with performance appraisals.

TOOLS OF PERFORMANCE APPRAISAL: Performance appraisal tools are of
two types:
1. Structured ( traditional ) methods:
Forced distribution scale
Graphic rating scale
2. Flexible( collaborative) method
Behaviorally anchored rating scale( BARS)
Management by objectives ( MBO)
Peer review

I. Structured ( traditional ) methods:
Forced distribution scale: The forced distribution scale is a non-
referenced tool that prevents the evaluator from rating allindividuals in
the same manner. This scale provides the employee with a brief visual
picture of how this evaluator has ranked performance in reference to
others. It provides group cohesion and communication effectiveness by
sits nature of rank- ordering individual performance.The employ should
feel positive about the evaluation. The employee can see how many other
employees, above him or her on the scale, are perceived as being better.
The forced distribution scale can also undermine morale and group
cohesion, as well as stifle creavity or the uniqueness of the individual
employee.
Graphic rating scale: Graphic rating scale is a structured approach to
evaluation. This comprise a numbering system that indicates lowd high
values for evaluating performance. The rating scale is popular because it
is easy to construct and easy to use. Problems with this type of scale are
that it lacks specificity and promote a halo or recency effect. The halo
effect describes an evaluation based on the presumption that if the
employee does well in several known areas, he or she is doing well in all
areas. The recency effect describes a phenomenon closer to the rating
session is better remembered than that from previous month. Rating
scales are relatively east to construct and easy to complete.
II. Flexible methods:
Behaviorally anchored rating scale( BARS): BARS can be best
implemented as a collaborative or flexible approach. The focus is on
behavior and should include employees in the development. BARS
combine ratings with critical incidents or criterion references. The
criteria used for this scale are specific to the specialty of nursing
delivered and pre established outcomes. This scale is also considered
more advantageous in terms of litigation. BARS describes the
employee`s performance both qualitatively and quantitatively. Staff who
are involved in the development of these instruments are more likely to
understand the importance of evaluation for each criterion selected and to
have an understanding of their performance expectations. The primary
drawback of this scale is that it is expensive to develop and time
consuming to implement; it must be designed for each specific position
description or standard of practice. However, it provides the manager
with concrete information, with minimal subjective interference. The
final result would be summarized by the manager and incorporated into
the employee`s performance appraisal.
Management by objectives ( MBO): This method is also termed as the
establishment of learning goals, which are mutually established by the
employee and the manager. Process regarding the accomplishment of
these goals is documented thoughout the rating period. The MBO method
is similar to learning goals but is more rigid in structure. An MBO
approach requires that the employee establish clear and measurable
objectives at the beginning of each rating period . These objectives are
then addressed individually and in writing by both the employee and the
manager during the performance appraisal evaluation. Learning goals are
easier to define for both individuals because they are usually stated in
broader terms. Both approaches support evaluation of employee
performance. Then , in effect, the employee has created a performance
contract as well as having defined goals for future professional
performance.
Peer review: It is also a flexible or contemporary strategy. If the
guidelines are developed collaboratively, peer review may also be
considered a developmental level of evaluation. That is employees are
involved in the development and implementation process. Nurses tend to
function in their normal pattern in the presence of peers, and this can be a
very solid rating method. This method should not be used if the manager
is at attempting to institute team building strategies or if the unit is
unstable and the employees do not like each other. The employees must
trust and respect each other to willingly participate in the peer appraisal
process.
Confidential reports: It is mostly used in government organization. It is a
descriptive report prepared, generally at the end of the every year, by the
employee`s immediate superior. The report highlights the strength and weaknesses
of the subordinate. The report is not databased. The impressions of the superior are
merely recorded here. It does not offer any feedback to the appraise. The appraise
is not sure about why his rating has been fallen despite his best efforts, why others
are rated as high, when compared to him,how to rectify his mistakes, if any; on
what basis he is going to be evaluated next year . since the report is generally not
made public hence no feedback is available, the subjective analysis of the superior
is likely to be contexted. In recent years, due to pressure from the courts and trade
unions, the details of the negative confidential reports are given to the appraise.

Performance Appraisal Interview

Performance appraisal interview is an interview that conduct between HR
dept/manager and employee per year/6 months, 3 months and the employee gets
useful feedback information about how effectively and efficiently he is able to
discharge the assigned duties. It also gives the opportunity to employee to explain
his views about the ratings, standards, rating methods, internal and external causes
for low level of performance.

Purpose of performance appraisal interview: The puposes of performance
interview are:
To provide an opportunity for employees to express themselves on
performance-related issues. To help employees do a better job by clarifying
what is expected of them.
To let employees know where they stand.
To strengthen the superior-subordinate working relationship by developing a
mutual agreement of goals.
To plan opportunities for development and growth.



PRECAUTIONS IN APPRAISAL INTERVIEW: The following precautions
should be taken duing interview:
1. Acts not attitudes: Never attack personality, educational background, physique,
etc. Do not comment on employees attitudes.
2. Listen to the recipient:The reactions of the feedback recipient should never be
ignored. The appraiser should give feedback when the appraisee is ready to accept
it.
3. Descriptive, not evaluative:The feedback should not be judgemental. It should
be descriptive and allow the recipient to think and take appropriate action. consider
the statements, which reflect this spirit:
4. Future-oriented:Do not dwell on the past; focus on the future, review the past,
observe the current performance and use both to improve employee performance in
future.
5. Goal-oriented:Each one of us walk along our own path. There may be hurdles on
the way. We may overstep and go off the rails. We may obstruct others from
realizing their goals.
6. Data-based feedback: Effective feedback gives specific information about where
the recipient has gone wrong and gives him data in the form of observations,
feelings and other things which his behavior has evoked.
7. Continuous:Feedback should not be an annual ritual carried out in a mechanical
way. It should be a continuous, on going process of reinforcing right behaviors and
checking wrong ways of doing things.
8. Need based and solicited:Feedback would be effective if the recipient genuinely
wants to take it and mends his behaviors that are not in tune with job requirements.
It should be such that the recipient could think about it and do something to
improve his behavioral responses.
9. Reinforcement: Effective feedback should help a person decide about which
style of behavior he should continue to use.
10. Suggestive:The supervisor may offer constructive suggestions aimed at
improving the behavior of the recipient. These should however, be in the form of
various alternatives open to the recipient for improving his own ways of doing
things.

PERFORMANCE INTERVIEW CHECKLIST
1. Before performance interview
Specify any required personnelcoordination needed to achieve anobjective.
Identify if needed resources can be provided.
What the supervisor/manager should do?
Decide whether each objective represents a priority need.
Is there a clear performance standard, completion deadline, and method of
checking results ?
Determine whether additional objectives are appropriate.
Insure that there are neither too few nor too many objectives in total.
Judge whether performance standards are realistic.
Decide if the subordinate has sufficient authority in the objective area.
Note whether foreseeable contingencies should be recognized.
Consider the extent of personal support that the subordinate will require for
improved performance.
Examine the subordinates other job responsibilities to see if any are being
neglected.
2. During performance interview:
Select a convenient interview location and stress the meetings importance.
Be promptand allocate sufficient time for an uninterrupted discussion.
Begin with small talk to set the subordinate at ease: tailor the approach to the
individual.
Avoid placing the subordinate in a defensive position. Keep advice to a
minimum. Avoid clashes over personality differences, weaknesses and past
mistakes; avoid arguments.
Provide positive comments whenever possible.
Request that the subordinate explain each objective. Provide ample opportunity
for developing insight into the objectives. Listen with interest and understanding.
Remember that setting objectives is a joint process. Compromise when possible.
Be willing to change viewpoints.
Be willing to resolve serious controversies.
Ask questions based on prior preparation and new information. Encourage
subordinate to respond and ask his/her own questions.
Ask how superior can help subordinate do an even better job.
See that final objectives meet technical requirements.
3. After performance interview:
Summarize the discussion with input from the employee.
Summarize his/her plans for improvement/growth with input from the employee.
This might include: Removing/correcting deficiencies including retraining or
practice plans and re-valuation; building upon strong areas; personal
and professional development plans(often referred to as a personal growth
agreement plan).
End the interview on a positive note.
Be certain the employee leaves with a current and accurate job description and
current, useful, and accurate performance expectations for the coming year.
Arrange for the follow up session as appropriate/necessary.
Confirm employees understanding of expectations.


Interview checklist for performance appraisal
This checklist help you to prepare an interview of performance appraisal.
1. Did you reinforce the employees accomplishments?
2. Did you give the employee a sense of what you thought of his or her potential or
ability?
3. Are you both clear on areas where improvement is required? expected?
demanded?
4. Are they objective?
5. Are they specific?
6. What training or development recommendations did you agree on?
7. Time frame?
8. Did you discuss each goal or objective established for this employee?
9. Are you and the employee clear on the areas of agreement? disagreement?
10. Did you and the employee cover all positive skills, traits, accomplishments,
areas of growth, etc?
11. Did you set a time for the next evaluation?
12. Did you indicate consequences for noncompliance, if appropriate?
13. Did you set good objectives for the next appraisal period?
14. Did you confirm what your part would be? Did the employee confirm his or
her part?
15. Did you thank the employee for his or her efforts?
16. Are they measurable?
17. Standard to be used for evaluation?


PERFORMANCE MANAGEMENT:

Performance management is about getting better results from the organization,
teams and individuals by understanding and managing performance
within an agreed framework of planned goals, standards and competing
requirements. It is a process for establishing shared understanding about
what is to be achieved, and an approach to managing and developing people
in a way which increases the probability that it will be achieved in the short
and long term. It is owned and driven by management.

PERFORMANCE APPRAISAL PROCESS
Every employee in any organization is being continuously evaluated. In some
cases the parameters for evaluation are very objective and can be easily quantified.
In the case of a Sales Executive, revenue and margins are easily determined and
could be the parameters against which performance is measured. In other cases
performance cannot be directly quantified, leading to a lot of subjectivity, though it
is always argued that appropriate measures are in place for every job. For example,
in the case of large software projects, it becomes very difficult to ascribe the
quality and performance of the application to a specific individuals performance.
In such cases it becomes extremely important to understand the performance
measurement parameters clearly.



DISADVANTAGES
1. Time Consuming
It is recommended that a manager spend about an hour per employee writing
performance appraisals and depending on the number of people being evaluated
it can take hours to write the a departments PA but also hours meeting with
staff to review the PA. Ive know managers who had 100 plus people to write
PAs on.
2. Discouragement
If the process is not a pleasant experience it has the potential to discourage
staff. The process needs to be one of encouragement, positive reinforcement
and a celebration of a years worth of accomplishments. It is critical that
managers document not only issues that need to be corrected but also the
positive things an employee does throughout the course of a year and both
should be discussed during a PA.
3. Inconsistent Message
If a manager does not keep notes and accurate records of employee behavior
they may not be successful sending a consistent message to the employee. We
all struggle with memory with as busy as we all are so it is critical to document
issues (both positive and negative) when it is fresh in our minds.
4. Biases
It is difficult to keep biases out of the PA process and it takes a very structured,
objective process and a mature manager to remain unbiased through the
process.


ADVANTAGES
1. Performance based conversations
Managers get busy with day-to-day responsibilities and often neglect the
necessary interactions with staff that provide the opportunity to coach and offer
performance feedback. A performance management process forces managers
to discuss performance issues. It is this consistent coaching that affects
changed behaviors.
2. Targeted Staff Development
If done well, a good performance management system can be a positive way to
identify developmental opportunities and can be an important part of a
succession planning process.
3. Encouragement to staff
Performance Appraisals should be a celebration of all the wonderful things an
employee does over the course of a year and should be an encouragement to
staff. There should be no surprises if issues are addressed as they arise and not
held until the annual review.
4. Rewards staff for a job well done
If pay increases and/or bonuses are tied to the PA process staff can see a direct
correlation between performance and financial rewards.
5. Underperformers identified and eliminated
As hard as we try it is inevitable that some employees just wont cut the
mustard as they say. An effective PA process can help identify and
document under performers allowing for a smooth transition if the relationship
needs to be terminated.
6. Documented history of employee performance
It is very important that all organizations keep a performance record on all
employees. This is a document that should be kept in the employees HR file.
7. Allows for employee growth
Motivated employees value structure, development and a plan for growth. An
effective performance management system can help an employee reach their
full potential and this is positive for both the employee and manager. A good
manager takes pride in watching an employee grow and develop professionally.

CONCLUSION: The most important aspects of enhancing performance is
performance appraisal, which is a critical element of performance management and
a key feature of organizational life. A performance appraisals have become far
more than just an annual ritual and are viewed as a key lever to enhance
organizational performance.



BIBLIOGRAPHY:
Books:
Basvanthappa BT. Nursing administration. Edition- 2
nd
,jaypee medical brothers,
New delhi : pg:306-312.
Rousell Linda. Management and leadership. Edition-14
th
.jones and Bartlett
publishers,Canada: page no.272-300.
Marquis L.Bessie, Huston J.carol. Leadership roles and management functions in
nursing-Theory and application. Edition-4
th
.philadelphia: Lippincott Williams
and wikins:2006.
Swansburg C. Russel,swansburg J.Richard,introduction to management and
leadership for nurse managers,3
rd
edition. Jones and Bartlett publishers.page
no.121-133.

Net content:

www. Google.com
www.scribd.com
www. Current nursing.com
www.wikipedia.com


SEMINAR
ON
PERFORMANCE APPRAISAL








SUBMITTTED TO: RESPECTED MA`AM
MRS. SELVA DEEPA
LECTURER,CIMS CON.
SUBMITTED BY: MISS GURPREET KAUR
M.Sc. NURSING 2
ND
YEAR( OBG)


MASTER PLAN

Name of the student : Miss Gurpreet kaur
Name of the evaluator : Respected maam Mrs. Selva deepa, M.Sc(N)
lecturer,
CIMS CON.
Course : M.sc Nursing 2
nd
year
Subject : Nursing management
Unit : 8
th

Topic : Fiscal planning
Date : 18.1.11
Time ; 9:30-10:30
Place : CIMS,CON.

INTRODUCTION: Performance appraisal is assessment of how staff member is
doing job. Employee performance is the product of three underlying factors. i.e
ability, motivation and environment.
DEFINITION : It is defined as a method used to determine whether a service is
needed and likely to be used, whether a service is needed and likely to be used,
whether it is conducted as planned and whether the service actually helps the
people in need.
TOOLS OF PERFORMANCE APPRAISAL
Performance Appraisal Interview
Purpose of performance appraisal interview
Precautions in appraisal interview
PERFORMANCE INTERVIEW CHECKLIST
1. Before performance interview
2. During performance interview
3. After performance interview
Interview checklist for performance appraisal
Performance appraisal process




DISADVANTAGES
1. Time Consuming
2. Discouragement
3. Inconsistent Message
4. Biases
ADVANTAGES
1. Performance based conversations
2. Targeted Staff Development
3. Encouragement to staff
4. Rewards staff for a job well done
5. Underperformers identified and eliminated
6. Documented history of employee performance
7. Allows for employee growth.

CONCLUSION: The most important aspects of enhancing performance is
performance appraisal, which is a critical element of performance management and
a key feature of organizational life. A performance appraisals have become far
more than just an annual ritual and are viewed as a key lever to enhance
organizational performance.