In this file, you can ref useful information about performance appraisal nursing such as performance appraisal nursing methods, performance appraisal nursing tips, performance appraisal nursing forms, performance appraisal nursing phrases … If you need more assistant for performance appraisal nursing, please leave your comment at the end of file.

1. Performance appraisal nursing
In this file, you can ref useful information about performance appraisal nursing such as
performance appraisal nursing methods, performance appraisal nursing tips, performance
appraisal nursing forms, performance appraisal nursing phrases … If you need more assistant for
performance appraisal nursing, please leave your comment at the end of file.
Other useful material for you:
• performanceappraisal123.com/1125-free-performance-review-phrases
• performanceappraisal123.com/free-28-performance-appraisal-forms
• performanceappraisal123.com/free-ebook-11-methods-for-performance-appraisal
I. Contents of getting performance appraisal nursing
==================
In any top-notch organization, not just in healthcare, performance appraisals are essential if the
company is going to achieve its mission and ensure a competent staff and safe environment, for
its external and internal customers.
Additionally today, nurses must be held accountable for fiscal responsibility if the hospital is
going to remain solvent.
Many hospital policies, as well as standards set by the American Nurses Association and the
American Nursing Credentialing Center Magnet Recognition Program for Nursing Excellence,
require nurses to prepare a self-evaluation that becomes part of the annual evaluation.
Self-Evaluation Basics
The self-evaluation should be submitted to the manager prior to the annual review. It is important
the nurse being evaluated uses the same criteria or evaluation tool as the nursing department's
standardized format. At the evaluation conference, there should be no surprises.
If the nurse had a deficiency within the past year, she should have been counseled at the time,
and a plan for improvement and a re-evaluation time scheduled by the manager. If the deficiency
has been remedied, this may or may not be included in the evaluation. Conversely, if the nurse
had a problem with the manager throughout the year, she should have met with her at the time
and not discussed her dissatisfaction with the manager for a year.

2. A primary objective of the evaluation conference is to build trust between the nurse and the
manager/evaluator. This helps to facilitate and maintain a professional, working relationship.
Achieving this objective sets the stage for mutual goal setting and interpersonal growth between
the nurse and manager.
Off-the-Shelf
Meanwhile, with cost accounting in healthcare a top priority, many hospitals administrators need
more quantitative data on how their employees are meeting business goals.
Some facilities have a computerized system that evaluates nurses and other personnel according
to specific business metrics the hospital chooses to use. For example, if the hospital wants
information on how much money it is losing annually on infection rates, the evaluation tool
would be developed by a software company to measure this indicator. In hospitals using the
metrics-evaluation model, nurse managers are evaluated not on how the hospital unit she
manages met the goal, but simply was it met. A numerical score is then attached to each
indicator.
Peer Review: A Continuous Process
Using peer review as an evaluation process is quite popular in nursing, but it's not new to the
industry.
In 1998, the ANA defined peer review "as the process by which practicing registered nurses
systematically assess, monitor and make judgments about the quality of nursing care as measured
against professional standards of practice."
The peer-review process has been used as part of nursing performance appraisal since the 1980s.
Hospitals that received early designation by the ANCC Magnet program incorporated peer
review into their shared-governance models early on, and it remains mandatory for all Magnet-
designated hospitals.
In nursing departments where peer review has been retained, nurses report the outcomes
generally have been positive and similar. These include: increased professionalism,
accountability, autonomy, nurse retention and improved communication skills.
Many nurses involved in peer-review activities report they believe appraisals, "from multiple
sources, such as peers, will be more complete, less subjective, and more reliable and valid,"

3. according to Karen Kent, MSN, RN, director of patient care services, Bayfront Medical Center,
St. Petersburg, FL.
In an article published in this magazine in 2005, Kent pointed out there has been substantial
anecdotal reporting supporting the positive outcomes from using peer review. However, the
nurse administrator noted there has not been a substantial body of research to document evidence
of the outcomes cited by nursing staff to serve as the framework for a professional practice
model.
Currently, there seems to be a resurgence of more non-Magnet-designated nursing departments
implementing peer-review models, according to Kent. The reason for this change may be
administrators' expectations that nurses need to be more accountable and self-directed, in light of
the public's concern about increased medical errors, she said.
Overcoming Pitfalls
In some hospitals where peer-review programs were attempted, the effort was halted when
pitfalls became too many. For example, if hospital administration didn't support the change, peer
review was doomed from the beginning.
In other hospitals, nurses who tried to adopt the peer-review process didn't realize it was not just
a different evaluation method they were initiating, but rather a major change in the nursing.
When they accepted this reality, it was too late to regain support to continue on.
In contrast, at Sarasota Memorial Hospital (SMH), Sarasota, FL, the peer-review program is
alive and well, according to Janet Steves, MBA, BSN, RN, director of nursing resources;
Jennifer Rheingans, PhD, RN, AHN-BC, education, professional development and research
department; and Kelle Brooks, MBA, BS, RN, PACU nurse and research council chairman.
Designated a Magnet hospital in 2003 and re-designated in 2008, SMH's Professional Peer
Review Policy and Procedure can be viewed online at [http://home.smh.com/sections/services-
procedures/medlib/nursing/NursPandP/126_004_Professional_063008.pdf].
Steves noted the online policy and procedure, adopted in 2008, can help other nurses see SMH's
program includes "every nurse, in every position, at every level."
The administrator added, "Since we began the program we have always been transparent about
sharing what we are doing." The Career Ladder program at SMH can also be accessed online at
[http://home.smh.com/sections/services-

4. procedures/medlib/nursing/Continuing_education/Career%20Ladder/Profesional_practice_Prese
ntation_career_ladder.pdf].
Peer Review 101
Steves, Rheingans and Brooks are proud of the 1,200 RNs who have embraced the peer-review
program at SMH. A major reason for the program's success is the pre-planning involved.
"With the management team and the Magnet champions, we started with Peer Review
Workshops 101. The group defined broadly what was essential to include in the peer review
process. Then we had 'aha' moments, as we began to tailor the program to our hospital and define
the process more narrowly," Brooks reported.
"When the change was introduced to the staff, they had a lot of fear and trepidation," admitted
Steves. "We were successful because we stayed one step ahead of the game," added Brooks and
Rheingans.
After 9 months and classes on peer review concepts and communication strategies, the staff felt
braver and bolder, according to the managers.
"Nurses complete peer reviews on each other with each RN receiving at least three peer reviews
annually. The nurse manager incorporates this into the development plan for each RN, which is
formed, discussed and re-evaluated at the annual performance evaluation," Steves explained.
It's important to recognize peer review is not limited to only providing feedback to performance
appraisals. SMH developed an innovative tool, "From Pal to Peer," an attractive poster that
reinforces the essentials of peer review. For example, the purposes, benefits and types of peer-
review activities are listed, as well as self-evaluation questions on how to ensure success in the
peer-review process. There is even a photo of a nurse and her testimonial about the process.
The SMH peer-review team is excited about guiding the nurses to the next tier of peer review
that includes nurse involvement in quality improvement, nursing indicators and professional role
actualization - using Benner's "From Novice to Expert Model."
The managers noted one of their benchmarks for peer review at SMH is when nurses deliver a
face-to face performance appraisal to a peer.
Nurse Accountability

5. At Main Line Health System (MLHS) in suburban Philadelphia, three of the acute care hospitals
- Bryn Mawr, Lankenau and Paoli - received Magnet designation in 2005 and again in 2010.
Riddle Memorial Hospital, another acute care hospital in the system, is currently on the Magnet
journey.
Martha Lyman, MPH, RN, director of nursing systems and special projects, pointed out since
Magnet principles and guidelines were introduced to the MLHS nurses almost a decade ago, the
Magnet culture is strongly embedded into the system, which uses peer review in nurse
performance appraisals.
"Peer review is not just about providing feedback to peers in performance appraisals, although
this is done routinely," Lyman said. "Peer review by MLHS nurses is evident in all areas of the
hospitals, as the nurses work collaboratively with all disciplines, including physicians."
Lyman provided an example of peer review in action at MLHS that aptly demonstrates nurse
accountability. At the facility's monthly Nursing Process and Outcomes Review Committee, a
branch of the Nursing Quality Council at SMH, nurses present a patient care situation to discuss
about how the nursing care provided to a specific patient on a specific unit could have been
delivered differently.
"This is shared decision-making," she explained. "The nurses examine the situation and
determine if this is a compliance or systems issue, and then decide if it needs further study and
action."
==================
III. Performance appraisal methods
1.Ranking Method
The ranking system requires the rater to rank his
subordinates on overall performance. This consists in
simply putting a man in a rank order. Under this method,
the ranking of an employee in a work group is done
against that of another employee. The relative position of
each employee is tested in terms of his numerical rank. It
may also be done by ranking a person on his job
performance against another member of the competitive
group.
Advantages of Ranking Method
i. Employees are ranked according to their performance
levels.

6. ii. It is easier to rank the best and the worst employee.
Limitations of Ranking Method
i. The “whole man” is compared with another “whole man”
in this method. In practice, it is very difficult to compare
individuals possessing various individual traits.
ii. This method speaks only of the position where an
employee stands in his group. It does not test anything
about how much better or how much worse an employee
is when compared to another employee.
iii. When a large number of employees are working, ranking
of individuals become a difficult issue.
iv. There is no systematic procedure for ranking individuals
in the organization. The ranking system does not eliminate
the possibility of snap judgements.
2. Rating Scale
Rating scales consists of several numerical scales
representing job related performance criterions such as
dependability, initiative, output, attendance, attitude etc.
Each scales ranges from excellent to poor. The total
numerical scores are computed and final conclusions are
derived. Advantages – Adaptability, easy to use, low cost,
every type of job can be evaluated, large number of
employees covered, no formal training required.
Disadvantages – Rater’s biases
3. Checklist method

7. Under this method, checklist of statements of traits of
employee in the form of Yes or No based questions is
prepared. Here the rater only does the reporting or
checking and HR department does the actual evaluation.
Advantages – economy, ease of administration, limited
training required, standardization. Disadvantages – Raters
biases, use of improper weighs by HR, does not allow
rater to give relative ratings
4. Critical Incidents Method
The approach is focused on certain critical behaviors of
employee that makes all the difference in the
performance. Supervisors as and when they occur record
such incidents. Advantages – Evaluations are based on
actual job behaviors, ratings are supported by
descriptions, feedback is easy, reduces recency biases,
chances of subordinate improvement are high.
Disadvantages – Negative incidents can be prioritized,
forgetting incidents, overly close supervision; feedback
may be too much and may appear to be punishment.
5. Essay Method

8. In this method the rater writes down the employee
description in detail within a number of broad categories
like, overall impression of performance, promoteability
of employee, existing capabilities and qualifications of
performing jobs, strengths and weaknesses and training
needs of the employee. Advantage – It is extremely
useful in filing information gaps about the employees
that often occur in a better-structured checklist.
Disadvantages – It its highly dependent upon the writing
skills of rater and most of them are not good writers.
They may get confused success depends on the memory
power of raters.
6. Behaviorally Anchored Rating Scales
statements of effective and ineffective behaviors
determine the points. They are said to be
behaviorally anchored. The rater is supposed to
say, which behavior describes the employee
performance. Advantages – helps overcome rating
errors. Disadvantages – Suffers from distortions
inherent in most rating techniques.
III. Other topics related to Performance appraisal nursing (pdf download)
• Top 28 performance appraisal forms
• performance appraisal comments
• 11 performance appraisal methods
• 25 performance appraisal examples
• performance appraisal phrases
• performance appraisal process
• performance appraisal template
• performance appraisal system
• performance appraisal answers
• performance appraisal questions
• performance appraisal techniques
• performance appraisal format
• performance appraisal templates

9. • performance appraisal questionnaire
• performance appraisal software
• performance appraisal tools
• performance appraisal interview
• performance appraisal phrases examples
• performance appraisal objectives
• performance appraisal policy
• performance appraisal letter
• performance appraisal types
• performance appraisal quotes
• performance appraisal articles