Nurse appraisal systems: characteristics and effectiveness

Authentic performance appraisal: when home is the workplace

Home care services have characteristics that are distinctive from other health care settings. Thus, they require different management systems to those traditionally used in institutional settings. Typical management models often require adaptation for home care services in areas such as staffing, education and support. This includes performance appraisal, where traditional models may be inappropriate when clinicians work alone, with little supervision. This article describes an experience of adapting a performance appraisal tool, in order to be more relevant for staff working in home-based care. The project arose from staff frustration with the expectation of management that a tool developed for institutional settings would be appropriate for the home setting. This frustration gave the impetus for developing a successful appraisal system, and because of staff involvement, the model was wholeheartedly embraced. The process of development is discussed, and the model explained, with commentary about its implementation in a home care service.

Appraisal system for community child health doctors

An appraisal system for Community Child Health Doctors in Nottingham is described and evaluated. All staff are invited to an annual meeting with their consultant, preparation documents having been filled in by both appraisee and appraiser beforehand. These form the basis of the session, which is predominantly a self-assessment. A written report of the appraisal is produced, with sections on current performance (kept by appraiser and appraise only), training needs, and objectives (copies sent to the academic team and the medical manager). The system was assessed by questionnaires to both appraisers and appraisees. There was general agreement that the system had been adequately explained, and that the preparation documents and the appraisal time were useful. The written report was generally accepted as being a reliable record of the appraisal. Three of the fifteen appraisees were unhappy with the system, feeling it was a negative experience which concentrated on weaknesses. Others made positive comments. It was not always possible to achieve protected time. Some of the reports were delayed. The appraisal system described was found to be acceptable and workable by most people involved. The need for adequate administrative and clerical support was noted.

Evaluating the performance of clinical dietitians

The purposes of this study were to describe how clinical managers evaluate the performance of clinical dietitians and to examine managers' opinions about performance appraisal. Managers from 55 acute-care hospitals in seven midwestern states responded to a telephone survey about their appraisal of the performance of clinical dietitians. Most of the clinical managers had developed criteria with written standards for evaluating performance. Respondents evaluated the dietitians once a year and relied primarily on chart audits, other work samples, and critical incidents to judge performance. Managers in 32 of the hospitals asked their subordinates to complete a self-appraisal, and almost all of the managers negotiated with the dietitians to identify goals for professional improvement. Respondents' reasons for conducting performance appraisals were indicative of a participative management style. During the interviews, many clinical managers requested help in improving their performance appraisal systems, which suggests a need for additional training in conducting performance appraisals. The findings indicate that most clinical managers were following recommended guidelines for conducting performance appraisals.