The document discusses various methods for measuring employee performance and conducting performance reviews. It describes establishing objectives and standards for measuring performance through task analysis and quality control. Actual performance is then measured and compared to the standards. If a mismatch is found, the head nurse is responsible for addressing it. The document also outlines structuring performance reviews, giving feedback, and setting goals.

1. CONTROLLING Part Two Nelia B. Perez RN, MSN College of Nursing Northeastern College Santiago City 3311

4. PERFORMANCE MATCHES STANDARDS & OBJECTIVES PERFORMANCE IS CONTRARY TO STANDARDS & OBJECTIVES SET

5. RESPONSIBILITY OF HEAD / SENIOR NURSE

6. The Dreaded Performance Appraisal

7. I’m always ready to learn, although I do not always like being taught. Winston Churchill

8. Conducting A Performance Review

10. Managers take a big share of the credit for success. We also have to take the blame for failures – including those of our staff.

11. You play a major role with those you supervise. Your staff wants to know your opinion of their work. Talk to them regularly as part of your ongoing coaching.

12. SETTING STANDARDS

13. Setting Standards • Everyone doing a job should know what he/she is expected to do. • Standards must be attainable. • There must be a point against which performance can be measured.

14. Setting Standards • Involve your staff in setting standards. • Self-evaluation will then become automatic. • Corrective action can be taken immediately. • You provide the encouragement to stay on target.

15. ACTION STEPS

16. Action Steps Working with Human Resources: • Review your department’s job descriptions. • If needed, add a list of standards to be met. • Design an evaluation system – how will you measure performance?

17. There’s More! Part 2: Structuring the performance review • Review and preparation • Putting the employee (and you!) at ease • Giving feedback

18. There’s More! Part 3: Giving negative feedback & setting goals • Structure for giving negative feedback • Reviewing last year’s goals/setting new goals • Career development plans • What NOT to do • Ending on a positive note

19. PERFORMANCE APPRAISAL

30. BALANCED SCORECARD (Kaplan & Norton)

37. WHAT HAPPENS TO THE TEAM WORK? WHO IS APPRAISED?

38. An Activity in Performance Appraisal ADDRESSING SALLY’S ERRORS IN JUDGEMENT You are a senior student nurse and this is your sixth week of MS + Leadership Clinical Focus. Your CI assigns two students to work together in caring got gour to six patients. The students alternate fulfilling leader and follower roles and providing total patient care. This is the second full day that you have worked as a team with Sally Kayumanggi.

39. Last week, when you were assigned with Sally, she was the leader and made numerous errors in judgment. She got a patient up who was on strict bed rest. She made an IV Medication error giving a medication to the wrong patient. She gave Nubain too soon because she forgot to record the time in the therapeutic sheet and she frequently did not seem to know what was wrong with her patients.

40. Today you have been the leader and have observed her contaminate a dressing and forget to observe the 5 basic rights twice when she was giving medications. When you asked her about checking placement of the NGT, she did not know how to perform this skill. You have heard some of the other students complain about Sally. What is your obligation to your patients, your fellow students, the Clinical Agency (Hospital) and your instructor? Outline what you would do. Give rationale for your decisions.

54. Flow Chart – RM/PM Inspection

55. Flow Chart-Finished Product Inspections

56. Flow Chart- In Process Check

59. THANK YOU E-mail: bknanjwade@yahoo.co.in