Chapter 20: delegating, coaching, and evaluating performance Flashcards
1
Q
leader, manager, or both: role as LPN leader
A
- has the ability to establish vision and goals and influences to meet goals
- staff members listen to you
- exert influence over the staff
- may not receive all the credit when goals are accomplished but will have the satisfaction for the positive direction of things to happen
2
Q
role as LPN manager
A
- responsibilities in supporting the successful completion of excellent, holistic nursing care
- work w/ pts, families, and staff to identify realistic and achievable goals
- coordinate activities to achieve the goals
- set up a system of accountability to ensure goals are achieved
- role model for staff, ensuring communication is respectful and responsive
- willing to work alongside staff to help them complete their work
3
Q
delegating in nursing
A
- delegation is defined as the transfer of responsibility to implement a task to another person while retaining accountability for the outcome
4
Q
five rights of delegation
A
right task
right circumstance
right person
right direction & communication
right supervision & evaluation
5
Q
identifying tasks to be delegated
A
- task has been clearly identified
- one task, on one pt, for this time only: to prevent a serious problem
- pt has had thorough assessment
- staff person is capable and empowered to do the task.
- staff contribute to delegation decisions made, are involved in planning of care, and can make alterations to care
- system of accountability is in place to monitor performance
6
Q
assessing pt needs
A
- walking rounds
- objective assessment measurements like acuity systems which are standardized ways to measure each pts needs or the nursing tasks that need to be completed for each pt
- providing an empower environment
- aspects include: all employees should be included in the delegation process to gain cooperation and should be in an inclusive and supportive environment
7
Q
sharing information w/ staff members
A
- to provide best possible care, staff members must be well informed
- a regular process for communication must be developed
- verbal reports
- walking rounds at the beginning and end of each shift
- use SBAR and written care plan
- ability to provide input and receive feedback
8
Q
system of accountability
A
- staff members know what is expected
- there is a reporting mechanism
- make positive comments on rounds and point out areas for improvement privately
9
Q
coaching
A
- helping others develop or improve on existing skills, tasks, or behaviors
- increases enthusiasm
- comments team members, instructs, points out mistakes, and offers incentives to perform better
10
Q
positive approach to personnel management
A
- energizing
- providing positive reinforcement
- teaching and counseling
- disciplining
11
Q
energizing
A
- create motivating environment
- feel energized and believes in the goals
- be positive in thinking and approach to people
- see potential
- be enthusiastic
12
Q
providing positive reinforcement
A
informal
formal
13
Q
informal positive reinforcement
A
- spontaneous feedback
- immediate positive feedback reinforces behavior
- commending someone in public is effective
14
Q
formal positive reinforcement
A
- organized recognition programs
- employeeo f the month programs
- publicing and rewarding behavior promotes imitation
15
Q
teaching and counseling
A
- teling employees they need to do something differently or that they have done something particularly well
- create an atmosphere f acceptance for mistakes and help staff members lear from their own and each other’s mistakes
- providing information to correct inappropriate behavior
16
Q
teaching and counseling: session content
A
- should be brief, non confrontational, documented, and private
- should include discussion of negative behavior, reason for behavior, and discussion of correct actions
17
Q
teaching and counseling: session documentation
A
- should be documented for employee’s performance review
18
Q
disciplining
A
- being self disciplined shows self control and is viewed as a positive attribute
- managers must sometimes ensure staff members take responsibility for their actions
- positive approach is more effective than a punitive one and should help the employee to improve performance and behavior
- focus on problem solving method that incorporates respect and dignity for both parties
19
Q
disciplining errors
A
- ignoring behavioral shortcomings
- hoarding disappointments and grievances
- not administering criticism in a direct manner
- administering general criticism instead of being specific
- instituting discipline prematurely and unfairly
- failing to follow due process
20
Q
counseling and disciplinary interview
A
- allow plenty of time for discussion
- avoid interruptions, have privacy
- treat employee w/ respect nd dignity, offer to help
- allow employee to share his/her view
- share information that has been gathered
- allow for employee’s response to manager’s information
- discuss appropriate behavior w/ employee
- inform the employee of disciplinary decision
- review next level of disciplinary action if not corrected
- ask the employee to read and sign the disciplinary action
- end the interview by thanking the employee for discussing the matter and offer appropriate words of encouragement for improvement
21
Q
types of disciplinary actions
A
- verbal warnings
- written warnings
- suspension
- termination
22
Q
performance analysis
A
- defined as a comprehensive evaluation that promotes communication, provides job performance feedback, facilitates better working relationships, provides a performance record, promotes goal setting
- positive approach to the process of evaluation
- analysis is on the future instead of the past
- manager helps employee improve performance and relate presonal career planning to the organiztaion
- establish realistic targets for performance improvement w/ a focus on goal actions
23
Q
why do we need performance analysis
A
- provide systematic judgments to back up salary increases, promotes, and transfers
- counsel and coach toward improvement
- give employees suggestions for change
24
Q
pitfalls of employee analysis
A
- manager does not know requirements of job
- manager not aware of performance measurements
- halo effect or horn effect
- central tendency
- recency effect
- strict or leniency effect
- spillover effect
- contrast effect
25
Q
components of performance analysis
A
- criteria include behavioral and personality characteristics w/ goals or objectives
- goals/objectives: accomplishments to be met by employee during evaluation period
- use acronym SMART when setting goals
26
Q
SMART
A
specific
measurable
attainable
realistic
time bound
27
Q
performance plan for improvement
A
- guidelines are in place to protect the nurse manager and the employee
- completed on an employee within a specific period
- ongoing reviews compelted on annual basis
- a plan for improvement for employee w/ multiple performance problems
- plan can be a valuable tool in helping employees improve their overall performance
28
Q
quality documentation
A
- nursing documentation is at the center of nursing practice
- if you didn’t doument it, it didn’t happen
29
Q
essential principles to prevent complications and legal issues
A
- protect yourself; it should tell a story to recall details
- accuracy of who, what, when and why a task was performed
- document immediately: backdating presents issues
- if someone else documents for you, review it for accuracy; you are ultimately responsible
30
Q
diversity among nurses can refer to
A
- age, ethnicity, race, socioeconomic status, gender, language, religion, sexual orientation, and other demographics
31
Q
inclusion
A
focused on valuing and respecting individuals needs and providing the support needed for his/her full potential
32
Q
maintaining diversity
A
- each manager plays a key role
- most successful when implemented at organizational and department levels
- process and outcomes best managed in smaller settings
- commitment to diversity appears discriminatory if not linked to missions or policies
- organizations can utilize minority programs to increase diversty and develop a foundation for inclusion
33
Q
diversity and quality care
A
- as population grows in diversity, so does the need for nurse and HCPs
- there must be a clear effort to establish a diverse organization
- a positive diverse climate and inclusion impoves employee morale, employee retention, and quality of care
- the acceptance of these policies by leadership and nurses enhances employee engagements and increases nurse performance
