3. Based on the performance appraisal system, the nursing home reported an improvement in the reduction of medication errors. However, adverse clinical outcomes for patients remained unchanged. To investigate this problem, the top management team hired a new HR consultant. After promising that all information would be strictly confidential, the consultant was able to convince the clinical staff to talk freely about the problem of patients with adverse outcomes. In fact, the clinical staff admitted not filling out incident reports because of the punitive reporting system and expressed concern about the disconnection between the nursing home’s goal of improving medication safety practices and the nursing home’s approach to error. 1. What would you do when implementing a CQI process to reduce medical errors? 2. How would you change the incident reporting and performance appraisal systems? a minimum of four references other than the text Present your ideas in a 700- to 1,000-word APA-formatted paper with a minimum of four references other than the text. One reference MUST be a journal article retrieved from the University Library. Additional references must be reliable sources retrieved from the library, Internet, or elsewhere.

4.  Performance Appraisal › Systematic description of job relevant strengths and weaknesses within and between employees and groups.  Performance appraisal should accurately describe job performance behavior (not effectiveness)

5.  Development › Identifies training needs › Helps employees do their jobs better  Administrative › Assigns people to the work they do best › Maintains fairness in personnel decisions  Research › Appraisals can serve as criteria for test validation › Appraisals can serve as predictors for promotion

6.  Supervisors › Usually do the actual appraising. › Must be familiar with basic appraisal techniques. › Must understand and avoid problems that can cripple appraisals. › Must know how to conduct appraisals fairly.

7.  Individual Task Outcomes › Dollar increase in sales  Behaviors › Average number of contact calls made per day  Traits › “good attitude” “dependable”

8.  Peers  Self-evaluation  Immediate Subordinates  360-Degree Evaluation

9.  HR department › Serves a policy-making and advisory role. › Provides advice and assistance regarding the appraisal tool to use. › Prepares forms and procedures and insists that all departments use them. › Responsible for training supervisors to improve their appraisal skills. › Responsible for monitoring the system to ensure that appraisal formats and criteria comply with EEO laws and are up to date.

10.  Defining the job › Making sure that you and your subordinate agree on his or her duties and job standards.  Appraising performance › Comparing your subordinate’s actual performance to the standards that have been set; this usually involves some type of rating form.  Providing feedback › Discussing the subordinate’s performance and progress, and making plans for any development required.

11.  Three types of error › Halo errors › Leniency errors  negative  positive › Central tendency errors

12.  Use Multiple Criteria  Emphasize Behaviors  Document Performance Behaviors  Use Multiple Evaluators  Evaluate Selectively  Train Evaluators

13.  What to measure? › Work output (quality and quantity) › Personal competencies › Goal (objective) achievement  How to measure?

14.  Graphic Rating Scales  Behaviorally Anchored Rating Scale (BARS)  Management by Objectives

15.  Graphic Rating Scales

17. PerformancePointsBehavior Extremely good 7Can expect trainee to make valuable suggestions for increased sales & have positive relationships with customers all over country. Good6Can expect to initiate creative ideas for improved sales. Above average 5Can expect to keep in touch with the customers throughout the year. Average4Can manage, with difficulty, to deliver the goods in time. Below average3Can expect to unload the trucks when asked by the supervisor. Poor2Can expect to inform only a part of the customers. Extremely poor 1Can expect to take extended coffee breaks and roam around purposelessly.

19.  Supervisor and employee set objectives in quantifiable terms.  Works to eliminate communication problems – › establishment of regular meetings › emphasizing results › ongoing process where new objectives established and old objectives modified

20.  One-on-one Discussion  Motivation and Satisfaction  Training and Development  Recruitment and Induction  Employee Evaluation

21.  Identify tasks performed of the job  Develop performance standards  Train supervisors to: › observe/evaluate performance accurately › focus on only job-relevant issues  Study why and how rating errors happen

23.  A legally sound appraisal system  Based on job analysis  Focuses on behaviors as opposed to traits  Evaluators are trained to use the system  Results are reviewed with employee  Appeal mechanisms are available to employees  Evaluations are documented  Poor performers receive corrective guidance

24. Rountree v. Dept. of Agriculture (1995) › http://www.wcl.american.edu/journal/lawrev/46/staud.cfm http://www.wcl.american.edu/journal/lawrev/46/staud.cfm Hopkins v. Price Waterhouse (1987) › http://supreme.justia.com/us/490/228/case.html http://supreme.justia.com/us/490/228/case.html

25.  Performance evaluation is an important issue both for companies and for workers  With careful design and appropriate use, performance evaluations can support productivity and fair allocation of rewards  Pinpoint strengths and weaknesses in human capital processes and capabilities and track their changes in performance over time.