Week 8 - performance appraisal, challenging employees Flashcards
1
Q
what is a behavior that shows respect toward another person, makes that person feel valued, and contributes to mutual respect?
A
civility
2
Q
What are bully nurse traits?
A
- cliques
- super nurse
- resentful nurse
- jealous nurse
- gossip nurse
- backstabbing nurse
3
Q
What is constructive and assists employees growth?
A
discipline
4
Q
What is training/molding the mind or character to bring about desired behaviors?
A
discipline
5
Q
What is undesirable event that follows unacceptable behavior?
A
punishment
6
Q
What does constructive discipline foster?
A
foster employee growth
7
Q
What does constructive discipline use?
A
- support
2. corrective
8
Q
What should employee understand with constructive discipline?
A
should understand that punishment is because of actions and not what they are as a person
9
Q
What is the primary focus of constructive discipline?
A
self directed in meeting organizational goals
10
Q
What does destructive discipline include?
A
includes the use of threats and fears to control behavior
11
Q
What happens with rules in self-discipline?
A
rules are internalized
12
Q
What is self-discipline in regards to a person?
A
part of the person’s personality
13
Q
What is the highest and most effective form of discipline?
A
self-discipline
14
Q
Self discipline is possible only if…
A
only if subordinates know the rules and accept them as valid
15
Q
What are 4 strategies to create an environment of self-discipline?
A
- Clearly written & communicated rules and regulations
- Atmosphere of mutual trust
- -> Non-threatening environment - Judicious use of formal authority
- Employee identifies with organizational goals
16
Q
What are the 4 elements of McGregor’s hot stove rule?
A
- Forewarning
- immediate consequences
- consistency
- impartiality
17
Q
What is the most common reason for discipline?
A
rule breaking
18
Q
What is jeopardized when staff are not disciplined?
A
staff morale
19
Q
Any undesirable conduct should merit what?
A
further action
20
Q
What are the types of employees who meet minimal standards?
A
marginal employee
21
Q
What do marginal employees contribute?
A
contribute very little to the unit and organizational efficiency
22
Q
What are 4 strategies to deal with marginal employees?
A
- transfer to another unit
- offer coaching
- offer early retirement
- dismissal
23
Q
What are the 4 steps in progressive discipline?
A
- informal reprimand or verbal warning
- Formal reprimand or written warning
- suspension from work without pay
- termination
24
Q
What do you want to start off by stating in a disciplinary conference?
A
state the problem clearly
25
What do you want to ask in a disciplinary conference?
Ask employee why there has been no improvement
26
What do you want to explain in a disciplinary conference?
disciplinary action
27
What do you want to describe in a disciplinary conference?
the behavioral change
28
What do you want to get in a disciplinary conference?
Get agreement to & acceptance of plan
29
What is a last resort with employee discipline?
termination
30
When is termination necessary?
When employees continue to break rules despite warnings
31
True or false: termination is not difficult for employee, manager, and unit
false; it's hard
32
What is cost enormous in terms of with termination?
1. managerial/employee time
| 2. unit morale
33
When does a grievance occur?
occurs when the employee & manager perceive “fair/just differently.
- when you feel the manager is not being fair
34
What kind of procedure is a formal means of a resolving a discrepancy?
a grievance procedure
35
Where are the steps outlined in a formal grievance process?
1. administrative policies
| 2. union contracts
36
what does the formal grievance process entail?
entails progressive lodging of complaints up the chain of command
37
Where happens if the difference isn't settled int he formal grievance process?
proceeds to arbitration
38
What two things must management provide when disciplining the unionized employee?
provide union staff with a written statement outlining disciplinary charges and the reasons for the penalty
39
How must unionized staff be disciplined?
according to specific, pre-established steps and penalties within an established time frame.
40
What 2 things must there be detailed records of when disciplining the unionized employee?
1. misconduct
| 2. counseling attempts
41
What does chemical impairment in nursing entail?
Drug (Demerol, Oxycodone, OxyContin, Vicodin) or alcohol abuse
42
What generally are a majority of disciplinary actions by licensing boards related to?
misconduct from chemical impairment
43
What 2 things specifically are a majority of disciplinary actions by licensing boards related to?
1. Misappropriation of drugs for personal use
| 2. Sale of drugs/drug paraphernalia to support the nurse’s addiction
44
What are characteristics of chemically impaired
1. Being absent from work without good explanation
2. Extend lunch hour
3. Excessive sick leave or request for days off
4. Staying late for no apparent reason
5. Consistent tardiness/being late
6. Disappearing frequently from the unit without explanations
45
What is the biggest problem with chemically impaired employees?
time/attendance issues
46
What do you want to gather when confronting the chemically impaired RN/staff?
gather as much evidence as possible
47
What does confrontation of the chemically impaired RN/staff require?
immediate confrontation
48
What behavior is to be expected with the chemically impaired RN/staff?
Denial of the impairment or use of defense mechanisms
49
What should the manager not do with the chemically impaired RN/staff?
manager should not nurture or counsel employee
50
What should the manager do with the chemically impaired RN/staff?
Manager should outline plan for employee to overcome chemical impairment
51
What are the 4 Arizona State Board of Nursing Chemically Addicted Nurses Diversion Options “ATD”??
1. Self – referral
2. Licensure Renewal/Application
3. Employer Referral
4. Legal Agencies/other Regulatory or Community Referral
52
What is the purpose of the Legal Agencies/other Regulatory or Community Referral?
Provide for the public’s safety & welfare through early detection, treatment, & monitoring of chemically dependent nurses
53
What do employees have to give consent to for re-entry?
random urine testing for toxicology/alcohol screens
54
How are employees assigned for re-entry?
Assigned to day shift for the first year
55
What does there have to be evidence of with re-entry?
Provided evidence of ongoing involvement with support groups – attend meetings weekly
56
What can re-entry nurse not use?
Can’t use psycho active drugs
57
Who should a re-entry nurse be paired with?
Should be paired with a successfully recovering RN whenever possible.
58
What should a re-entry nurse be encouraged to seek?
Encouraged to seek individual counseling/ therapy and a structured aftercare program
59
Remind yourself to be...
ABLE
60
What are the parts of ABLE?
A = act now to address conflict, cynicism, don’t wait
B = bolster your belief in all team members and show they are appreciated and important
L= lead through example. Show staff that you use the same behaviors you expect from them through all interactions
E= expect excellence and empower your employees to achieve the goals they set
61
What is about ascertaining the value of a person’s work performance by assessing employee strengths and development needs using different measurements and evaluation methods?
performance appraisal
62
What does performance appraisal help with?
Recruitment, Promotion, Succession Planning, Competency checklist, Training and development requirements.
63
What are factors that influence the development of staff using performance appraisal?
Offer HR support to Supervisors
Begin with a strong performance plan
Link organization’s objectives with employee goals
Keep a performance goal for each employee
Use a uniform evaluation Cycle
Make employee reviews fair and objective
Be aware of employees’ concerns
Avoid Performance surprises
Create the right atmosphere on review day
Build a culture that values feedback
Monitor and evaluate reviews
64
What kind of feedback is peer feedback?
A constructive and professional feedback
65
What does peer feedback measure?
Measure “actual behavior” not intent.
66
What do supervisors need to know with peer feedback?
“The Good, The bad, The Really Ugly”
67
What is a performance appraisal tool that ranks an employee from best to worst on a particular trait by comparing the employee with other employees on a particular performance level trait?
ranking
68
What is a performance appraisal tool where the employees are being distributed to different categories?
Forced Distribution
69
What is a performance appraisal tool where a checklist of statements of traits of employee in the form of Yes or No based questions is prepared.
checklist
70
What is unique about a checklist?
the rater only does the reporting or checking and HR department does the actual evaluation
71
what is a performance appraisal tool where scale points are defined by statements of effective and ineffective behaviors?
Behaviorally Anchored Rating Scales-
72
what is a performance appraisal tool where weaknesses, overall performance, suggestions for improvement etc.. in an essay format-focus is employee behavior?
narrative essay
73
what is a performance appraisal tool where the supervisor keeps a record of all undesirable examples of employees work related behavior and review it with the employee at the time of appraisal?
critical incident
74
Modern performance appraisal tools do what?
Promote objectivity, reduce bias
75
What is a method of performance appraisal in which managers or employers set a list of objectives and make assessments on their performance on a regular basis, and finally make rewards based on the results achieved?
Management by Objectives
76
What does management by objectives care about? not about?
results achieved (goals) but not to the way how employees can fulfill them.
77
What is management by objectives rated against?
management by objectives and the performance is rated against the achievement of objectives stated by the management.
78
What is psychological appraisals more focused on?
focused on employees emotional, intellectual, and motivational and other personal characteristics affecting his performance.
79
What method of performance appraisal uses multiple appraiser, including supervisor, subordinates and peer of the targeted persons?
360-Degree Feedback
80
What happens with information in 360-Degree Feedback?
collected & feedback is provided in full circular fashion top to bottom & back to top
81
What is a valuable asset for any organization?
Human resource
82
What does the human resource performance appraisal method try to find?
the relative worth of this asset in term of money-example doctors-revenue generation.
83
What is the first impression in the performance appraisal bias?
primacy effect
84
What is the halo effect in performance appraisal bias?
perceived positive quality-overall high
85
What is the horn effect in performance appraisal bias?
perceived negative quality-overall low.
86
What happens when there is excessive stiffness or lenience in performance appraisal bias?
rater has own standards
87
What is the central tendency with performance appraisal bias?
follow the middle path “average”
88
What is personal biases with performance appraisal bias?
does the boss like/dislike you?
89
What is the spillover effect with performance appraisal bias?
Current performance ~ past performance.
90
What is the recency effect with performance appraisal bias?
most recent behavior influences performance.
91
How long has the clinical ladder in nursing been around?
since 1970
92
What are the four levels in the clinical ladder?
I, II, III,IV.
93
What are the levels in the clinical ladder based on?
based on upward growth based on education, experience, continuing education, and professional development.
94
How are points earned in the clinical ladder?
Points are earned for each area and bonus provided to the applicant.
95
What is a disadvantage of the clinical ladder?
not outcome driven, costly, for RNs only.
96
What are 3 PATHS?
1. Professional Advancement Through High Performance and Skill
2. Opportunity for all non management employees
3. Outcome driven
