A Nurse Manager Is Conducting an Annual Performance Review for a Staff Nurse
Islamic republic of iran J Nurs Midwifery Res. 2017 Mar-Apr; 22(2): 128–134.
Comparison of the Perceptions of Managers and Nursing Staff Toward Performance Appraisal
Tahere Moradi
one Student Inquiry Centre, Faculty of Nursing and Midwifery, Isfahan University of Medical Sciences, Isfahan, Iran
Marzieh Adel Mehraban
2 Asistant Professor, Faculty of Nursing and Midwifery, Isfahan University of Medical Sciences, Isfahan, Iran
Mahin Moeini
3 Assistant Professor, Nursing and Midwifery Care Inquiry Center, Faculty of Nursing and Midwifery, Isfahan Academy of Medical Sciences, Isfahan, Iran
Received 2015 Oct; Accepted 2016 Jul.
Abstract
Background:
Functioning appraisal is an essential component of health intendance organizations for the improvement in quality of patients' care. Awareness of managers' and employees' perception of performance appraisement tin lead to improved operation appraisal quality. The purpose of this study was to compare the perception of performance appraisement amidst managers and nursing staff of hospitals affiliated to Isfahan University of Medical Sciences, Isfahan, Iran.
Materials and Methods:
This descriptive-analytical and cross-exclusive study was conducted among 75 managers and 313 nurses in 2014. The participants were selected through a 2-stage quota-random sampling. Data were collected using two 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 appraisement was 56.8 (xiv.2) and 51.four (xiv.five), respectively. A significant deviation was observed between managers' and nurses' perception of functioning appraisement (P = 0.004). The participants' perception was examined in terms of functioning appraisement method, the consequences of performance appraisal, and the necessity of performance appraisal. In full general, perception of managers was more than positive than employees.
Conclusions:
The evaluation of the perception of nurses revealed deficiencies in the process of performance appraisal. Moreover, managers had a more positive perception than employees toward the current design of performance appraisement. The results of this study can exist effective on the decisions of authorities in this field.
Keywords: Operation appraisement, nurse managers, nursing staff, Islamic republic of iran
Introduction
Performance appraisement is a formal process in organizations that, based on objective tasks with mental elements, compares performance and expected performance.[i] Performance appraisal can include many organizational processes such as functioning measurement, objective germination, and reward management. Functioning appraisement analyzes the achievements and shortcomings of employees and estimates whether they deserve preparation or promotion in the future.[two] Since the early on days of the formation of direction, the attempt to improve functioning has been a sacrosanct principle, which enters new areas every solar day.[3] The improvement in the efficiency and effectiveness of staff, as the nigh important organizational assets, is possible through their performance appraisal.[4] Thus, one of the main duties of managers in order to achieve 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 order to continue this office, the existence of exact techniques to mensurate the performance of nurses is essential.[6] Nursing managers in hospitals, compared with other employees, have an important role in the progress and performance of the organisation and improvement in the quality of their services.[7] What is certain is that the effectiveness of nursing managers' operation in hospitals, the quality of care provided to the patients, the satisfaction of the patients and their families, and the satisfaction of nurses can be evaluated. Their actions are deemed effective when these criteria are acceptable. In other words, achieving these objectives in nursing management is non possible unless the nursing staff performance appraisal, every bit one of the fundamental measures of managers to achieve the abovementioned goals, is correctly implemented. There is one problem in this case and that is the lack of a common understanding of operation appraisal amidst managers and nurses. Emamzadeh Ghasemi et al. reported this lack of consistency in the agreement of managers and nurses, dissatisfaction of nurses with the functioning appraisement method, and the lack of measurable and objective criteria in the evaluation.[5]
It can exist noted that employees' understanding of the operation appraisal procedures has a significant positive correlation with functioning and organizational commitment.[two] On the other hand, researchers found that, to reach an effective performance appraisal system, paying attending to employees' perceptions of the impartiality of the performance appraisal arrangement and their reactions to this system are every bit important every bit the scores given by the assessor because the belief of partiality of the evaluation and dissatisfaction results in the failure of the evaluation system.[8] Therefore, for the success of whatsoever organisation, attention to its employees' perceptions is important. According to Akhtar and Khattak, a major challenge in the performance appraisal arrangement is its maximum credence among employees. Their study showed that, in general, an evaluation system can obtain a high level of credence and employee satisfaction through an efficient appeal procedure, combined purpose, and employee participation in its design.[9] The results of the written report past Riham Mahmoud[10] showed that there was an agreement between managers and employees regarding the importance of operation appraisal. Yet, in that location were differences amongst 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 functioning appraisement have shown that the current organization of nurses' performance appraisal does not take the required objectivity, has general and nonspecialized criteria, and there is little concordance between its criteria and the realities of the administrative organisation. 1 of the main reasons for the failure of the performance appraisal organization was reported to be its lack of appropriate implementation due to the appraisers' lack of knowledge of the execution methods.[11] The results of another report showed that the main drawback of the performance appraisal system of infirmary staff was its wrong implementation due to a lack of manager training.[12] Thus, the employees' satisfaction with the new evaluation system was low.[12] Nikpeyma et al. stated that, based on enquiry related to the evaluation of nurses, its structure and performance does not have the required effectiveness.[8] Some of these issues are related to organizational structure whereas some others are related to structure, process, and the results of the performance appraisement system.[8]
Reviewing the perception of managers and employees and bringing the perception of these ii groups closer together could increase the effectiveness of the performance appraisal as a tool to help better performance.[xiii] Given the function of managers and nursing staff, as the ii chief elements in evaluating nursing functioning, this descriptive analytical study was conducted to compare the perception of managers and nursing staff toward performance appraisement in the hospitals of Isfahan University of Medical Sciences, Iran.
Materials and Methods
This descriptive-analytical report was conducted in 2014. The study 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 in one case during their service. The sample size was calculated to exist a minimum of 384 individuals. The number of participants was determined for each hospital through quota sampling, then, the required number of participants in each infirmary was randomly selected. The researcher prepared a list of the hospitals affiliated to Isfahan University of Medical Sciences, and then, according to the number of managers and nursing staff of each middle, 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 center, a listing of managers and nursing staff of that center was obtained from the human resources section, and based on the number of managers and nursing staff, the number of the participants to fit each group was determined using sample software (S-Plus version half dozen.2, Insightful Corporation, Seattle, WA, The 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 non obtained which was compensated by other centers.
After obtaining written consent forms from the participants in the written report, 388 questionnaires were collected. The desired data were collected through ii questionnaires (staff and nursing managers). These questionnaires reviewed the participants' perception in 3 dimensions, namely, functioning appraisal method (12 questions), the need for functioning appraisal (2 questions), and the outcomes of performance appraisal (viii questions). The responses were nerveless using a Likert scale; the perceptions of agree and completely concur were considered every bit positive perceptions, and disagree and completely disagree were considered as negative perceptions.[iii] The validity of the questionnaires was confirmed through content review, consultation with experts, and past reviewing previous studies. Questionnaire reliability was calculated using Cronbach'south blastoff (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, independent t-test, and ane-way analysis of variance using the Statistical Package for the Social Sciences software (version 16, SPSS Inc., Chicago, IL, United states).
Ethical considerations
The Research Ethics Committee accreditation number 393480 was obtained from the Research Deputy of Isfahan University of Medical Sciences. To conduct this written report, an informed written consent was obtained from each participant, and the participants were bodacious of the confidentiality of information obtained from them.
Results
In total, 313 nursing staff participated in this written report. Results showed that the mean and standard deviation of nursing staff work experience was 8.76 ± 5.92 years. In addition, 75 nursing managers were studied, and the mean and standard deviation of their work experience was 18.8 ± 5.5 years, with management experience of nine.5 ± seven.3 years. Tabular array 1 shows the demographic characteristics of the participants in the managers and nursing staff groups.
Table 1
Demographic characteristics of nursing staff and nursing managers
Co-ordinate to the findings of Table 2, a bulk 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 performance appraisal. The details of the respondents' opinions regarding their perception toward the electric current performance appraisement are presented in Table 3.
Table two
Nurses' and managers' perceptions toward performance appraisement
Table three
Nurse and managers' perceptions of performance appraisal
The mean score of nursing managers' perception of the current operation appraisal was 56.viii ± 14.2 (maximum score of 88 and a minimum score of 25), and the nursing staff was 51.4 ± 14.v (maximum score of 88 and a minimum score of half-dozen). Independent t-test showed that this divergence was significant (t = 2.89) (P = 0.004). In other words, managers had a more positive perception, compared to the nursing staff, toward the current performance appraisement condition.
Discussion
It is believed that functioning appraisement is an effective tool in homo resource management. Moreover, through its appropriate implementation, not only are the goals and missions of the system are accomplished with satisfaction but the welfare of employees and the community are also promoted.[xiv] Knowledge regarding the different perspectives in this area could resolve the issues related to functioning appraisal. This study showed that managers had a more than positive attitude toward operation appraisement. It can be deduced that because the managers pursued the policies of the system and they were often involved in planning and performance appraisal, they were more than satisfied with performance appraisement implementation. The findings of Chuluunkhuu confirmed this effect.[fifteen] The study by Keramati et al. in the Section of Education, also showed that the managers, compared to the staff, had a more positive mental attitude toward aims, methods, content, criteria, and standards, as well as the competency of the evaluators and the apply of evaluation results.[13] The results of a previously reported study showed that peak-ranking corporate staff and evaluators, compared with the evaluated staff, have a better perception toward the operation appraisement arrangement considering they take more noesis and experience regarding the performance appraisal organization.[16]
In this study, the perception of the managers and nursing staff regarding the three dimensions of outcomes, methods, and the necessity of evaluating performance were examined, and the findings are presented in the post-obit section.
Dimension of the necessity of evaluating functioning
In direction, evaluation is of import, necessary, and continuous. The managers review the performance of the employees, progress of the program, effectiveness of the resources and facilities, organizational functioning, and the achievement of their objectives through this performance evaluation.[14] It was found that 85.3% of the staff and 93.iii% of the nursing managers believed that evaluation of staff functioning was essential. This showed that nigh all of the participants stressed the importance of performance appraisal. Nonetheless, the next option which was related to the time spent on performance appraisal showed that individuals felt that there was wasting of time in the evaluation, which should exist noted. This perception might be due to the unused results of the assessment. The majority of managers also felt that there was a wasting of time in performance appraisal. In this context, Torabi and Setodeh stated that 69.32% of the staff had a positive view regarding the need to conduct an almanac evaluation.[4] In the study by Ghamari Zare et al., 83.5% of the nursing staff stated that operation appraisal was essential.[17]
Dimension of performance appraisal method
An organization might utilize a developed performance appraisal organisation, still, if this system is not accepted and supported by the staff, its effectiveness will be express.[eighteen] In the present study, the bulk of the managers and simply less than half of the staff had a positive perspective toward the current performance appraisement method. In the report past Jahangiri, more than 67% of employees of Ardebil University of Medical Sciences, Iran, were non satisfied with the performance appraisement method.[19] The results of the written report by Torabi and Setodeh showed that only 41.34% of the staff had a positive view regarding the implementation method of the current functioning appraisal.[4]
Less than half of the nursing staff stated that the performance appraisal criteria were not determined for them at the beginning of every yr, while the personnel must exactly know what is expected from them and how much of the activeness is considered optimum. Therefore, at the beginning of their work, their duties and standards of intendance should exist explained to them.[20] Marquis and Huston have pointed out that, for an evaluation system to be constructive, employees must be enlightened of their duties and standards.[21]
Although the actual cess results are of import in the evaluation, the results of this report showed that most one-half of the managers and nurses believed that the results of the evaluation did not testify their actual performance; the remainder of the participants were against this statement or had no opinion. If the results do non show the actual performance of employees, the management'south plans for reform based on the evaluation results will be futile.
The results of this report showed that 42.half dozen% of the managers and 36% of the nursing staff supported the conducting of a final interview session of the evaluation menstruation to obtain feedback on the evaluation. This indicated that, although regular and consistent feedback on employee performance, if it strengthens the staff, utilizes their maximum power and results in their maximum participation in the organization is of neat value, less than half of the participants supported the feedback sessions.[22] The findings of Ansari Tabar et al. showed that 12.6% 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 study by Torabi and Setodeh, merely 13.35% of the staff were interviewed in this regard.[4] Nikpeyma et al. found 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 have become indifferent to it.[8]
Dimension of the consequences of performance appraisal
The hateful score of the managers' and nursing staff's perception of the consequences of performance appraisal was positive. In a more detailed test of the items discussed in this dimension, it was observed that the ultimate objective of the evaluation was to promote staff performance and task motivation.[23] The results of the present written report showed that at that place was a meaning difference in the motivation of managers and nurses after functioning appraisal. Less than half of the nurses (47.ix%) had adequate motivation after the functioning appraisal. The written report by Hamidi et al. also showed that the results of operation appraisal had little impact on motivation.[24] Nonetheless, studies take shown that the negative attitudes of nurses toward evaluation played a office in the reduction of motivation and lack of improvement in their functioning.[6]
Determination
Functioning appraisement is an importance process in an organization to ensure that the arrangement 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 appraisal system. Based on the results of this written report, managers have a more than positive perception, compared to the nursing staff, regarding the current performance appraisal; this difference in perception is more pronounced in the method of the performance appraisal. Therefore, it is suggested that, in the procedure of performance appraisal, more attending should exist paid to the functioning appraisement method and its problems should be resolved.
Financial support and sponsorship
Faculty 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 written report, officials of the School of Nursing and Midwifery and educational activity hospitals of Isfahan University of Medical Sciences, and all those who assisted in this study.
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Source: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5442994/
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