A Nurse Manager Is Conducting an Annual Performance Review
Iran J Nurs Midwifery Res. 2017 Mar-Apr; 22(2): 128–134.
Comparison of the Perceptions of Managers and Nursing Staff Toward Performance Appraisement
Tahere Moradi
1 Student Research Eye, Faculty of Nursing and Midwifery, Isfahan University of Medical Sciences, Isfahan, Iran
Marzieh Adel Mehraban
ii Asistant Professor, Faculty of Nursing and Midwifery, Isfahan Academy of Medical Sciences, Isfahan, Iran
Mahin Moeini
3 Banana Professor, Nursing and Midwifery Care Research Eye, Kinesthesia of Nursing and Midwifery, Isfahan University of Medical Sciences, Isfahan, Islamic republic of iran
Received 2015 Oct; Accepted 2016 Jul.
Abstract
Background:
Performance appraisal is an essential component of wellness care organizations for the improvement in quality of patients' care. Awareness of managers' and employees' perception of performance appraisal tin atomic number 82 to improved performance appraisement quality. The purpose of this report was to compare the perception of performance appraisal among managers and nursing staff of hospitals affiliated to Isfahan University of Medical Sciences, Isfahan, Iran.
Materials and Methods:
This descriptive-analytical and cantankerous-sectional study was conducted among 75 managers and 313 nurses in 2014. The participants were selected through a two-stage quota-random sampling. Data were collected using 2 researcher-made questionnaires (nursing managers and nurses' questionnaires). Data were analyzed using descriptive and statistical tests using the Software Parcel for the Social Sciences software.
Results:
The mean score of managers' and nurses' perception of the current performance appraisal was 56.8 (14.2) and 51.4 (14.v), respectively. A significant difference was observed between managers' and nurses' perception of performance appraisal (P = 0.004). The participants' perception was examined in terms of functioning appraisal method, the consequences of functioning appraisal, and the necessity of operation appraisement. In general, perception of managers was more positive than employees.
Conclusions:
The evaluation of the perception of nurses revealed deficiencies in the process of functioning appraisal. Moreover, managers had a more positive perception than employees toward the current pattern of operation appraisal. The results of this study tin can exist constructive on the decisions of government in this field.
Keywords: Performance appraisal, nurse managers, nursing staff, Iran
Introduction
Operation appraisal is a formal process in organizations that, based on objective tasks with mental elements, compares operation and expected operation.[1] Functioning appraisement can include many organizational processes such every bit functioning measurement, objective formation, and reward management. Performance appraisal analyzes the achievements and shortcomings of employees and estimates whether they deserve grooming or promotion in the futurity.[two] Since the early days of the germination of direction, the effort to improve functioning has been a sacrosanct principle, which enters new areas every twenty-four hours.[iii] The improvement in the efficiency and effectiveness of staff, as the well-nigh important organizational assets, is possible through their operation appraisement.[4] Thus, one of the primary duties of managers in order to reach organizational goals and promote the quality of services is the effective evaluation of employees.[5]
Given the importance and sensitivity of the nursing profession, due to their important role in promoting public health, and in society to continue this part, the being of exact techniques to measure the operation of nurses is essential.[6] Nursing managers in hospitals, compared with other employees, accept an important function in the progress and performance of the system and improvement in the quality of their services.[vii] What is certain is that the effectiveness of nursing managers' functioning in hospitals, the quality of care provided to the patients, the satisfaction of the patients and their families, and the satisfaction of nurses tin be evaluated. Their actions are accounted effective when these criteria are adequate. In other words, achieving these objectives in nursing management is non possible unless the nursing staff performance appraisal, as one of the fundamental measures of managers to achieve the abovementioned goals, is correctly implemented. There is ane problem in this instance and that is the lack of a mutual understanding of functioning appraisal among managers and nurses. Emamzadeh Ghasemi et al. reported this lack of consistency in the understanding of managers and nurses, dissatisfaction of nurses with the performance appraisal method, and the lack of measurable and objective criteria in the evaluation.[v]
It can be noted that employees' agreement of the performance appraisal procedures has a significant positive correlation with functioning and organizational commitment.[2] On the other paw, researchers found that, to achieve an effective performance appraisal organisation, paying attending to employees' perceptions of the impartiality of the performance appraisal system and their reactions to this system are equally important as the scores given by the assessor considering the conventionalities of partiality of the evaluation and dissatisfaction results in the failure of the evaluation organization.[8] Therefore, for the success of whatsoever organization, attention to its employees' perceptions is of import. According to Akhtar and Khattak, a major challenge in the performance appraisal organisation is its maximum acceptance among employees. Their study showed that, in general, an evaluation arrangement can obtain a high level of acceptance and employee satisfaction through an efficient appeal procedure, combined purpose, and employee participation in its design.[nine] The results of the report by Riham Mahmoud[10] showed that there was an agreement between managers and employees regarding the importance of performance appraisement. However, there were differences among them regarding fairness of the scores, resolution of the tools, and the actual use of results.[11]
Research carried out in Iran in the field of performance appraisement have shown that the current system of nurses' operation appraisal does non have the required objectivity, has general and nonspecialized criteria, and there is picayune concordance between its criteria and the realities of the administrative system. One of the master reasons for the failure of the performance appraisal system was reported to be its lack of appropriate implementation due to the appraisers' lack of cognition of the execution methods.[eleven] The results of another report showed that the main drawback of the performance appraisal arrangement of hospital staff was its wrong implementation due to a lack of manager preparation.[12] Thus, the employees' satisfaction with the new evaluation system was low.[12] Nikpeyma et al. stated that, based on inquiry related to the evaluation of nurses, its construction and performance does not have the required effectiveness.[eight] Some of these problems are related to organizational structure whereas some others are related to construction, process, and the results of the functioning appraisal arrangement.[8]
Reviewing the perception of managers and employees and bringing the perception of these 2 groups closer together could increase the effectiveness of the functioning appraisal as a tool to assist improve performance.[13] Given the office of managers and nursing staff, as the ii main elements in evaluating nursing performance, this descriptive analytical written report was conducted to compare the perception of managers and nursing staff toward operation appraisal in the hospitals of Isfahan University of Medical Sciences, Islamic republic of iran.
Materials and Methods
This descriptive-analytical study was conducted in 2014. The report population consisted of all the managers and nursing staff who worked at 11 hospitals affiliated to the Isfahan University of Medical Sciences and were evaluated at least once during their service. The sample size was calculated to be a minimum of 384 individuals. The number of participants was determined for each infirmary through quota sampling, and and then, the required number of participants in each hospital was randomly selected. The researcher prepared a listing of the hospitals affiliated to Isfahan University of Medical Sciences, and then, according to the number of managers and nursing staff of each center, the required sample size was determined (the number of nurses per facility was divided by the total number of the nurses of all the centers and multiplied by the sample size). In each eye, a list of managers and nursing staff of that center was obtained from the man resource department, and based on the number of managers and nursing staff, the number of the participants to fit each group was determined using sample software (Southward-Plus version 6.ii, Insightful Corporation, Seattle, WA, United states) via random sampling method. It should be noted that, in certain centers, due to lack of cooperation of managers and nursing staff, the required number of samples was not obtained which was compensated by other centers.
After obtaining written consent forms from the participants in the report, 388 questionnaires were nerveless. The desired data were collected through ii questionnaires (staff and nursing managers). These questionnaires reviewed the participants' perception in three dimensions, namely, performance appraisement method (12 questions), the demand for performance appraisement (two questions), and the outcomes of operation appraisal (8 questions). The responses were collected using a Likert scale; the perceptions of concord and completely agree were considered as positive perceptions, and disagree and completely disagree were considered equally negative perceptions.[3] The validity of the questionnaires was confirmed through content review, consultation with experts, and by reviewing previous studies. Questionnaire reliability was calculated using Cronbach'south alpha (Cronbach's alpha coefficient of managers' questionnaire was 0.86 and that of the nursing staff questionnaire was 0.94). Data were analyzed using frequency distribution exam, contained t-test, and one-way analysis of variance using the Statistical Parcel for the Social Sciences software (version sixteen, SPSS Inc., Chicago, IL, U.s.).
Ethical considerations
The Research Ethics Committee accreditation number 393480 was obtained from the Inquiry Deputy of Isfahan University of Medical Sciences. To deport this study, an informed written consent was obtained from each participant, and the participants were assured of the confidentiality of information obtained from them.
Results
In full, 313 nursing staff participated in this study. Results showed that the mean and standard deviation of nursing staff work experience was eight.76 ± 5.92 years. In addition, 75 nursing managers were studied, and the mean and standard deviation of their work experience was 18.eight ± v.5 years, with management feel of 9.5 ± 7.iii years. Table ane shows the demographic characteristics of the participants in the managers and nursing staff groups.
Table one
Demographic characteristics of nursing staff and nursing managers
According to the findings of Table ii, a majority of the managers had a positive perspective toward the studied dimensions. More than half of the nursing staff had a positive perspective toward dimensions of the outcomes and the need for performance appraisal. However, less than half of the nursing staff had a positive view toward the method of operation appraisal. The details of the respondents' opinions regarding their perception toward the electric current performance appraisement are presented in Table 3.
Table 2
Nurses' and managers' perceptions toward performance appraisal
Tabular array iii
Nurse and managers' perceptions of performance appraisal
The hateful score of nursing managers' perception of the current performance appraisal was 56.viii ± 14.2 (maximum score of 88 and a minimum score of 25), and the nursing staff was 51.four ± fourteen.5 (maximum score of 88 and a minimum score of half-dozen). Contained t-test showed that this difference was significant (t = 2.89) (P = 0.004). In other words, managers had a more than positive perception, compared to the nursing staff, toward the current functioning appraisement condition.
Discussion
It is believed that performance appraisal is an constructive tool in human resource management. Moreover, through its advisable implementation, non only are the goals and missions of the organization are accomplished with satisfaction merely the welfare of employees and the community are also promoted.[xiv] Noesis regarding the unlike perspectives in this area could resolve the problems related to performance appraisal. This study showed that managers had a more positive attitude toward performance appraisal. It tin be deduced that because the managers pursued the policies of the organisation and they were often involved in planning and performance appraisal, they were more satisfied with functioning appraisal implementation. The findings of Chuluunkhuu confirmed this consequence.[15] The study by Keramati et al. in the Department of Educational activity, too showed that the managers, compared to the staff, had a more positive attitude toward aims, methods, content, criteria, and standards, as well equally the competency of the evaluators and the use of evaluation results.[xiii] The results of a previously reported report showed that peak-ranking corporate staff and evaluators, compared with the evaluated staff, take a better perception toward the performance appraisal system considering they accept more knowledge and experience regarding the operation appraisement arrangement.[sixteen]
In this study, the perception of the managers and nursing staff regarding the 3 dimensions of outcomes, methods, and the necessity of evaluating performance were examined, and the findings are presented in the following section.
Dimension of the necessity of evaluating functioning
In management, evaluation is important, necessary, and continuous. The managers review the operation of the employees, progress of the plan, effectiveness of the resources and facilities, organizational functioning, and the achievement of their objectives through this operation evaluation.[14] It was found that 85.three% of the staff and 93.three% of the nursing managers believed that evaluation of staff performance was essential. This showed that virtually all of the participants stressed the importance of operation appraisement. However, the next option which was related to the time spent on operation appraisal showed that individuals felt that in that location was wasting of fourth dimension in the evaluation, which should exist noted. This perception might be due to the unused results of the cess. The bulk of managers also felt that there was a wasting of time in performance appraisement. In this context, Torabi and Setodeh stated that 69.32% of the staff had a positive view regarding the demand to acquit an annual evaluation.[four] In the study by Ghamari Zare et al., 83.5% of the nursing staff stated that performance appraisal was essential.[17]
Dimension of performance appraisal method
An organization might apply a developed performance appraisal system, even so, if this system is not accustomed and supported by the staff, its effectiveness will be express.[18] In the present written report, the majority of the managers and only less than half of the staff had a positive perspective toward the current functioning appraisement method. In the report past Jahangiri, more than 67% of employees of Ardebil University of Medical Sciences, Iran, were non satisfied with the operation appraisal method.[19] The results of the study by Torabi and Setodeh showed that only 41.34% of the staff had a positive view regarding the implementation method of the current performance appraisal.[four]
Less than one-half of the nursing staff stated that the performance appraisal criteria were not determined for them at the beginning of every year, while the personnel must exactly know what is expected from them and how much of the activity is considered optimum. Therefore, at the get-go of their work, their duties and standards of intendance should be explained to them.[xx] Marquis and Huston take pointed out that, for an evaluation system to be constructive, employees must be aware of their duties and standards.[21]
Although the bodily assessment results are of import in the evaluation, the results of this study showed that near half of the managers and nurses believed that the results of the evaluation did not show their actual performance; the rest of the participants were against this argument or had no stance. If the results do not show the actual operation of employees, the direction'due south plans for reform based on the evaluation results will be futile.
The results of this study showed that 42.6% of the managers and 36% of the nursing staff supported the conducting of a last interview session of the evaluation period to obtain feedback on the evaluation. This indicated that, although regular and consequent feedback on employee performance, if information technology strengthens the staff, utilizes their maximum ability and results in their maximum participation in the system is of great value, less than half of the participants supported the feedback sessions.[22] The findings of Ansari Tabar et al. showed that 12.vi% of the staff stated that upon completion of the evaluation, the officials sat and talked with them at the finish of the interview sessions.[12] In the written report by Torabi and Setodeh, simply 13.35% of the staff were interviewed in this regard.[four] Nikpeyma et al. institute that nurses believed that, due to the lack of suitable feedback on the evaluation results and identification of the strengths and weaknesses of the subsequent performance, the importance of the evaluation had decreased and individuals accept become indifferent to it.[viii]
Dimension of the consequences of performance appraisement
The mean score of the managers' and nursing staff's perception of the consequences of operation appraisal was positive. In a more detailed examination of the items discussed in this dimension, information technology was observed that the ultimate objective of the evaluation was to promote staff performance and chore motivation.[23] The results of the present study showed that there was a pregnant deviation in the motivation of managers and nurses later on performance appraisal. Less than half of the nurses (47.9%) had adequate motivation later on the performance appraisement. The study past Hamidi et al. also showed that the results of performance appraisal had little bear on on motivation.[24] Yet, studies have shown that the negative attitudes of nurses toward evaluation played a role in the reduction of motivation and lack of improvement in their performance.[6]
Determination
Performance appraisal is an importance process in an arrangement to ensure that the organization achieves its goals. Furthermore, consideration of the perceptions of evaluators and those being evaluated was effective in the improvement of the efficiency of the performance appraisement system. Based on the results of this study, managers have a more than positive perception, compared to the nursing staff, regarding the current performance appraisal; this divergence in perception is more pronounced in the method of the functioning appraisement. Therefore, it is suggested that, in the process of performance appraisal, more attending should be paid to the operation appraisal method and its problems should be resolved.
Financial support and sponsorship
Kinesthesia of Nursing and Midwifery, Isfahan University of Medical Sciences, Isfahan, Iran.
Conflicts of interest
There are no conflicts of interest.
Acknowledgements
Our sincere appreciation goes to the managers and nursing staff participating in the report, officials of the School of Nursing and Midwifery and instruction hospitals of Isfahan University of Medical Sciences, and all those who assisted in this study.
References
1. Giangreco A, Carugati A, Sebastiano A, Al Tamimi H. War exterior, ceasefire inside: An analysis of the performance appraisement system of a public infirmary in a zone of disharmonize. Eval Program Plann. 2012;35:161–70. [PubMed] [Google Scholar]
2. Bekele AZ, Shigutu AD, Tensay AT. The Result of Employees' Perception of Operation Appraisal on Their Work Outcomes. International Journal of Management and Commerce Innovations. 2014;2:136–73. [Google Scholar]
3. Haji Nabi K, Reisi P, Ojagh NS. Human relationship betwixt Talent Direction and Nursing Employee Performance in Hospitals of Karaj City. Wellness Information Management. 2014;10:971. [Google Scholar]
4. Torabi A, Setodeh S. Employees 'Attiude the Annual Performance Evaluation of Faculties Affiliated to Ahvaz University of Medical Sciences in 2007, Islamic republic of iran. Journal of Health Administration. 2010:12. [Google Scholar]
five. Emamzadeh Ghasemi H, Vanaky Z, Dehghan Nayeri N, Salehi T, Salsali M, Faghihzadeh S. Management by Objective approach in nursing performance appraisal and its bear upon on quality of nursing. Hayat. 2007;13:5–fifteen. [Google Scholar]
6. Redshaw Yard. Improving the performance appraisement system for nurses. Nursing Times. 2008;104:30. [Google Scholar]
7. Isfahani HM, Aryankesal A, Haghani H. The relationship between the managerial skills and results of "performance evaluation" Tool Amongst Nursing Managers in Teaching Hospitals of Islamic republic of iran University of Medical Science. Glob J Health Sci. 2015;7:38–43. [PMC gratuitous commodity] [PubMed] [Google Scholar]
8. Nikpeyma N, Abed-Saeedi J, Azargashb Eastward, Alavi MH. Nurses' perceptions of the justice in performance appraisal: A qualitative study. Iranian Journal of Nursing Research. 2014;vi:one–xvi. [Google Scholar]
9. Akhtar T, Khattak S. Employee Acceptability of Operation Appraisals: Issues of Fairness and Justice. World Appl Sci J. 2013;24:507–xviii. [Google Scholar]
ten. RihamMahmoud R. Thesis (Thou.Due south.) University of Louisville; 2010. An Analysis of the Employee Functioning Appraisal Organisation in the Millennium School. [Google Scholar]
11. Nikpeyma Due north, Abed-Saeedi J, Azargashb E, Alavi MH. A review of nurses' performance appraisement in Islamic republic of iran. Journal of Wellness Promotion Management. 2014;3:74–83. [Google Scholar]
12. Ansari Tabar A, Charkhajy Kashani A, Sarafraz Z. Staff attitudes toward almanac evaluation of Kashan University of Medical Sciences. Homaye Saadat. 2010:41. [Google Scholar]
13. Keramati M, Gorbani S, Lazemi M, Bardbar A, Javid KH. The difference of opinion most the existing organization of evaluation performance system for teachers. Journal of Educational Research. Islamic Azad University Bojnoord. 2007:11. [Google Scholar]
14. Hajiaghajani S, qorbany R. Report on attitude in personnel of semnan University of Medical Sciences about annual evaluation. Teb va tazkieh. 2005;14:37–43. [Google Scholar]
fifteen. Chuluunkhuu E. Effectiveness of Operation Appraisal. National Higher of Republic of ireland. Dissertation for MA. 2010 [Google Scholar]
xvi. Ikramullah M, Shah B, Hassan F, Zaman T, Shah IA. Performance appraisal fairness perceptions in supervisory and not–supervisory employees: A case of civil servants in district Dera Ismail Khan, Pakistan. Business organisation and Management Review. 2011;ane:37–45. [Google Scholar]
17. Ghamari Zare Z, Purfarzad Z, Anoosheh M, Seraji A, Ghorbani M. The correlation between qualities of operation appraisal and job satisfaction of nurses. Eye E J Sci Res. 2013;i:18–27. [Google Scholar]
eighteen. Long CS, Kowang TO, Ismail WK, Rasid SZ. A review on performance appraisement organisation: An ineffective and subversive exercise. Middle East Journal of Scientific Inquiry. 2013;14:887–91. [Google Scholar]
xix. Jahangiri S. Review the condition of existing performance evaluation of personnel of Ardabil Academy of Medical Sciences and Wellness Services and the staff familiar with information technology (MSc thesis) Public administration: Tehran University. 2000 [Google Scholar]
20. Dehghan Nayeri 1000, Salehi T. Fundamentals of Nursing Management. Tehran Boshra Press; 2009. pp. 175–8. [Google Scholar]
21. Marquis BL, Huston CJ. Leadership roles and management functions in nursing: Theory and application. 7th ed. Lippincott Williams & Wilkins; 2012. [Google Scholar]
22. Akbari Haghighi F, Zeraati H, Karimi S, Arab M, Akbari Mousiabadi Grand. The Role of Training Managers and Decision-Making Network in Evaluating the New Appraisal Organisation of Government Employees in Isfahan Hospitals. Health Information Management. 2011;8:689. [Google Scholar]
23. Taghavi Larijani T, Parsa Yekta Z, Kazemnejad A, Mazaheri A. Outcomes of the performance appraisal and its relation with nurses' task motivation. Hayat. 2006;12:39–46. [Google Scholar]
24. Hamidi Y, Najafi Fifty, Vatankhah Southward, Afkar A. The touch on of performance appraisal outcomes on task motivation and evolution of Toyserkan wellness network employee. Nezame Salamat. 2009;1:41–eight. [Google Scholar]
Articles from Iranian Journal of Nursing and Midwifery Research are provided here courtesy of Wolters Kluwer -- Medknow Publications
jenkinsdivictlerner.blogspot.com
Source: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5442994/
0 Response to "A Nurse Manager Is Conducting an Annual Performance Review"
Postar um comentário