Assignment 11: Final Research Paper

Curtis Hill

Assignment 09: Final Paper Phase IV

HA4300D - Healthcare Management and Supervision

Robert Kane

June 6,2021

Healthcare Management and Supervision

Performance Evaluation

Guidelines for supervisors to perform performance appraisal

According to Islami & Islam (2019), performance appraisals enable an organization to evaluate the human resource and picture current personnel skills versus the firm's mission and vision. By conducting such evaluations, managers can obtain better relationships with their subordinates and receive their grievances. Employees are better equipped to adhere to the set goals knowing what is expected of them. This guide provides a general approach that supervisors can apply to conduct their appraisals in various situations.

1. Development of a legally valid process for performance review

Legal requirements dictate that an appraisal be related to the job. This is achieved following a thorough analysis and description of the job. It should be standard, applicable to every employee, and free of racial or gender discrimination bias.

2. Creation of a standard appraisal form

Contents of the form include the period for which the appraisal is being conducted, the employee's name being evaluated, and the job description. Should also highlight their skills and provide a performance rating scale and a section for making commentaries. Lastly, it should contain a section for appending signatures by supervisors and employees.

3. The first performance appraisal scheduled

This is done after the first six months of starting a job. After that, it is done annually and can be aligned to coincide with other employees' appraisals or individually.

4. Documentation of supervisor's input

The supervisor should have mastery of the employees' jobs and what is required of them. Comments about their race and gender left out. Should involve commentaries on their strengths or weaknesses and specific examples relevant to each employee based on what was observed.

5. Do a performance review

They are usually done in a scheduled upcoming meeting. Employees too fill out forms of their assessments and get to discuss with the employer. It is expected that by this time, both parties are familiar with the appraisal procedures. Employees are allowed to speak first, giving their views. After that, the supervisor comments on them and points out areas they disagree with without putting them in a defensive position. Parties should come to terms, and the meeting ended on a positive note.

6. Do Finalization and updating of appraisal forms.

Ideas that were agreed upon by both parties are added or attached to the form. After that, there is the signing and filing of the document. A monthly review can then be done usually on a one-to-one basis between employee and supervisor.

APPRAISAL FORM

NAME………………………………………………………………………….. EMPLOYEE’S ID NO. ………………………………

DEPARTMENT………………………………………………………….. JOB TITLE……………………………….

APPRAISAL TYPE ANNIVERSARY ………… SPECIAL………..

PERIOD OF APPRAISAL: START……………………. END………………..

SUPERVISOR’S NAME……………………………

SCALE: EXCELLENT, VERY GOOD, GOOD, AVERAGE, BELOW AVERAGE, POOR, VERY POOR

EMPLOYEE’S WORK………………………………… EMPLOYEE’S PERSONAL SKILLS……………………….

EMPLOYESS’S INITIATIVE…………………………… PUNCTUALITY…………………………..

EMPLOYEE’S RELIABILITY……………………………. WORK ETHICS…………………

WORK ATTENDANCE……………………………….. LEADERSHIP SKILLS……………………….

COMMUNICATION SKILLS……………………….

SUPERVISOR’S PERSONAL COMMENTS ON EMPLOYEE……………………………………………………………………………

EMPLOYEES’ COMMITMENTS ON THEIR PERFORMANCE……………………………………….

EMPLOYEE’S SIGNATURE…………………………. SUPERVISOR’S SIGNATURE………………………………

Disciplinary process

Okoli & Udom (2019) describe the disciplinary process as punitive measures used to enforce adherence to rules and regulations while creating commitment and dedication to the job simultaneously. Before implementation of such measures, the subject should be made aware of their mistakes. The first is to do formal guidance and counseling, and if no improvement, a verbal warning is given. If there is no change in behavior, a written notice is issued three times upon which an interdiction is made. If one does not make the necessary adjustments, a suspension follows suit and ultimately terminates the employment contract.

Policies to follow in counseling employees (Reid et al., 2021)

1. Confidentiality: is the most important policy. Each employee should be assured that their issues will be kept from the rest of the workers to encourage them to open up.

2. Privacy: counseling should be done in a secure room away from the general staff. Each employee to be approached separately, and supervisors must refrain from giving group advice on sensitive personal issues among staff.

Policies on conflict and confrontation management between employees as well as with supervisors (Reid et al., 2021)

1. Detachment from biases

The employer, both when conflicting with a subordinate or solving conflict between two workers, should ensure their judgment is clear. Can be achieved by removing any preconceived ideas in mind or giving preferential treatment to one worker.

2. Active Listening

The supervisor should resist any urges to respond prematurely and focus on listening. Distractors such as browsing on a computer should be avoided while solving conflicts.

3. Involvement of the human resource department

Higher authorities should be involved in conflict resolution, especially where there is a gross misunderstanding or lack of insubordination by the workers.

Policies that ensure a safe workplace for employees (Reid et al., 2021)

1. Employment of qualified personnel only

2. Provision of protective gear

3. Provision of proper working equipment

4. Reporting of near-accidents and accidents promptly

5. Formulation of a safety committee to educate and continuously ensure maintenance of safety standards

References

Islami, X., & Islami, V. (2019). Performance appraisal and the quality of working life. European Journal of Management Issues, 27(1-2), 10-20.

OKOLIE, U. C., & UDOM, I. D. (2019). Disciplinary actions and procedures at workplace: The role of HR managers. Journal of Economics and Management Research, 90(8), 90-105.

Reid, D. H., Parsons, M. B., & Green, C. W. (2021). The supervisor's guidebook: Evidence-based strategies for promoting work quality and enjoyment among human service staff. Charles C Thomas Publisher.