Chapter 20: delegating, coaching, and evaluating performance

Question 1

leader, manager, or both: role as LPN leader

Answer 1

• 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

Question 2

role as LPN manager

Answer 2

• 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

Question 3

delegating in nursing

Answer 3

• delegation is defined as the transfer of responsibility to implement a task to another person while retaining accountability for the outcome

Question 4

five rights of delegation

Answer 4

right task
right circumstance
right person
right direction & communication
right supervision & evaluation

Question 5

identifying tasks to be delegated

Answer 5

• 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

Question 6

assessing pt needs

Answer 6

• 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

Question 7

sharing information w/ staff members

Answer 7

• 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

Question 8

system of accountability

Answer 8

• staff members know what is expected
• there is a reporting mechanism
• make positive comments on rounds and point out areas for improvement privately

Question 9

coaching

Answer 9

• 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

Question 10

positive approach to personnel management

Answer 10

• energizing
• providing positive reinforcement
• teaching and counseling
• disciplining

Question 11

energizing

Answer 11

• create motivating environment
• feel energized and believes in the goals
• be positive in thinking and approach to people
• see potential
• be enthusiastic

Question 12

providing positive reinforcement

Answer 12

informal
formal

Question 13

informal positive reinforcement

Answer 13

• spontaneous feedback
• immediate positive feedback reinforces behavior
• commending someone in public is effective

Question 14

formal positive reinforcement

Answer 14

• organized recognition programs
• employeeo f the month programs
• publicing and rewarding behavior promotes imitation

Question 15

teaching and counseling

Answer 15

• 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

Question 16

teaching and counseling: session content

Answer 16

• should be brief, non confrontational, documented, and private
• should include discussion of negative behavior, reason for behavior, and discussion of correct actions

Question 17

teaching and counseling: session documentation

Answer 17

• should be documented for employee’s performance review

Question 18

disciplining

Answer 18

• 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

Question 19

disciplining errors

Answer 19

• 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

Question 20

counseling and disciplinary interview

Answer 20

• 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

Question 21

types of disciplinary actions

Answer 21

• verbal warnings
• written warnings
• suspension
• termination

Question 22

performance analysis

Answer 22

• 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

Question 23

why do we need performance analysis

Answer 23

• provide systematic judgments to back up salary increases, promotes, and transfers
• counsel and coach toward improvement
• give employees suggestions for change

Question 24

pitfalls of employee analysis

Answer 24

• 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

Question 25

components of performance analysis

Answer 25

• 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

Question 26

SMART

Answer 26

specific
measurable
attainable
realistic
time bound

Question 27

performance plan for improvement

Answer 27

• 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

Question 28

quality documentation

Answer 28

• nursing documentation is at the center of nursing practice
• if you didn’t doument it, it didn’t happen

Question 29

essential principles to prevent complications and legal issues

Answer 29

• 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

Question 30

diversity among nurses can refer to

Answer 30

• age, ethnicity, race, socioeconomic status, gender, language, religion, sexual orientation, and other demographics

Question 31

inclusion

Answer 31

focused on valuing and respecting individuals needs and providing the support needed for his/her full potential

Question 32

maintaining diversity

Answer 32

• 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

Question 33

diversity and quality care

Answer 33

• 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