Your SlideShare is downloading. ×
Healthcare Human Resource Management Flynn Mathis Jackson Langan
Upcoming SlideShare
Loading in...5

Thanks for flagging this SlideShare!

Oops! An error has occurred.

Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Healthcare Human Resource Management Flynn Mathis Jackson Langan


Published on

Published in: Business, Technology

  • Be the first to comment

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

No notes for slide


  • 1. Healthcare Human Resource Management Flynn Mathis Jackson Langan Performance Management in Healthcare Organizations Chapter 9 PowerPoint Presentation by Tonya L. Elliott, PHR
  • 2. Learning Objectives
    • After you have read this chapter, you should be able to:
    • Discuss the importance of the performance appraisal process
    • Compare and contrast the administrative and development uses of performance appraisals
    • Review the informal versus systematic appraisal processes
    • Identify who should conduct appraisals
    • Describe the various methods of appraising performance
    • Identify the various rater errors that occur during the appraisal process
  • 3. Job Criteria
    • Job Criteria
    • Factors employees must meet for satisfactory job performance
  • 4. Job Criteria Relevance
    • Ensure job description is accurate and appropriately tied to performance standards before conducting an evaluation
    • Potential Problems
    • Deficient – omitting significant criteria
    • Contaminated – including irrelevant criteria
  • 5. Performance Appraisals
    • Performance Appraisal
    • The process of evaluating an employee’s performance
    • Legal Issues
    • Avoiding discrimination – appraisals must be:
    Objective Job Related
  • 6. JCAHO and Performance Appraisals
    • Joint Commission on Accreditation of Healthcare Organizations
    • Standards affecting performance appraisals:
    • Management of human resources
    • Leadership
    • Improving organization performance
    • Components of JCAHO-acceptable performance appraisal systems include:
    • Job descriptions identifying duties and required competencies
    • A performance evaluation process and supporting documents
    • Competency assessment checklists
  • 7. Conflicting Roles for Performance Appraisal Figure 9-1
  • 8.
    • Informal appraisal process
    • Conducted at manager’s discretion
    • Used to praise good work
    • Used to motivate to improve behavior
    • Formal appraisal process
    • Systematically defines an organization’s policies & procedures
    • Official form used to document important aspects of job and employee’s performance
    Informal vs. Systematic Appraisal
  • 9.
    • Supervisor Subordinate
    • Employee Manager
    • Team/Peer Team/Peer
    Who Conducts Appraisals Supervisor typically conducts review in face-to-face meeting Some organizations have employees rate their managers
    • Teams or peers generally have first-hand knowledge of one another’s performance, while managers may not
    • Team members must feel comfortable in offering honest feedback
    • Downside includes potential disagreements in peer group
  • 10.
    • Self-Rating
    • Employees rate themselves
    • Requires they examine their own strengths & weaknesses
    • Outside Raters
    • Organization may employ an outside expert to evaluate an employee’s performance
    • Multi-source Ratings
    • “ 360-degree appraisal”
    • Feedback on performance provided from many individuals (peers, subordinates, self, and manager)
    Who Conducts Appraisals (cont’d)
  • 11.
    • Comparative Methods
    • Ranking
      • Compares employees against each other
    • Forced distribution
      • Use of statistics to sort rated employees along a bell curve
    Performance Appraisal Methods X ------------------- Y Employee order: #1, 2, 3, 4, 5, 6, 7, 8, 9, 10… Category Methods
    • Graphic-rating scale
      • A continuum
    • Checklist method
      • Check items that describe employee’s performance
  • 12.
    • Narrative Methods
    • Essays
      • Describes employee performance
    • Critical incident
      • Documenting incidents that are highly favorable and unfavorable representations of employee’s performance
    • Field-review
      • Outside party reviews manager’s comments about each employee and then rates each employee
    Performance Appraisal Methods (cont’d)
  • 13.
    • Behavioral/Objective Methods
    • Behaviorally anchored rating scales (BARS)
      • Employee behavior is measured against a scale of performance levels
    • Management by objectives (MBO)
      • Specifies performance goals that the employee & manager agree to complete within a defined period
      • Usually tied to organizational objectives
    Performance Appraisal Methods (cont’d)
  • 14.
    • Recency
    • Using only recent events to judge employees’ performance
    • Central-Tendency
    • Rating all employees with a narrow range
    • Leniency
    • Giving all employees high ratings
    • Strictness
    • Giving all employee low ratings
    • Rater Bias
    • When manager has a bias against a certain employee or employee group based on manager’s own values or prejudices
    Rater Errors
  • 15.
    • Halo effect
      • When a manager rates an employee high or low on all job standards based on one characteristic
    • Contrast errors
      • When a manager compares employees to each other rather than to job performance standards
    Other Rater Errors
  • 16. Feedback Systems The Feedback Process Figure 9-6
  • 17.
    • Reactions of managers
    • Significant time commitment
    • Balance judging performance with supporting development and mentoring
    • Reactions of employees
    • Variety of reactions to their appraisals
    • Need manager’s support on self-development & improvement
    The Appraisal Interview Key Factors Preparation Effective communication
  • 18. Dealing with Performance Problems Figure 9-7
  • 19.
    • Performance Improvement Plans
      • Based on information managers receive about an employee’s performance
      • Implemented when manager & employee meet to discuss expectations and construct the improvement plan
    Performance Improvement Plans
  • 20.
    • Key Components:
    • Description of the problem
    • Clear job expectations
    • Plan that improves performance
    • Resources available to the employee
    • Process to evaluate performance
    • Timeline for improvement
    • Consequences if performance does not improve
    Performance Improvement Plans (cont’d)