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N478 > Week 8 - performance appraisal, challenging employees > Flashcards

Week 8 - performance appraisal, challenging employees Flashcards

1
Q

what is a behavior that shows respect toward another person, makes that person feel valued, and contributes to mutual respect?

A

civility

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2
Q

What are bully nurse traits?

A
  1. cliques
  2. super nurse
  3. resentful nurse
  4. jealous nurse
  5. gossip nurse
  6. backstabbing nurse
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3
Q

What is constructive and assists employees growth?

A

discipline

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4
Q

What is training/molding the mind or character to bring about desired behaviors?

A

discipline

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5
Q

What is undesirable event that follows unacceptable behavior?

A

punishment

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6
Q

What does constructive discipline foster?

A

foster employee growth

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7
Q

What does constructive discipline use?

A
  1. support

2. corrective

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8
Q

What should employee understand with constructive discipline?

A

should understand that punishment is because of actions and not what they are as a person

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9
Q

What is the primary focus of constructive discipline?

A

self directed in meeting organizational goals

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10
Q

What does destructive discipline include?

A

includes the use of threats and fears to control behavior

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11
Q

What happens with rules in self-discipline?

A

rules are internalized

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12
Q

What is self-discipline in regards to a person?

A

part of the person’s personality

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13
Q

What is the highest and most effective form of discipline?

A

self-discipline

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14
Q

Self discipline is possible only if…

A

only if subordinates know the rules and accept them as valid

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15
Q

What are 4 strategies to create an environment of self-discipline?

A
  1. Clearly written & communicated rules and regulations
  2. Atmosphere of mutual trust
    - -> Non-threatening environment
  3. Judicious use of formal authority
  4. Employee identifies with organizational goals
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16
Q

What are the 4 elements of McGregor’s hot stove rule?

A
  1. Forewarning
  2. immediate consequences
  3. consistency
  4. impartiality
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17
Q

What is the most common reason for discipline?

A

rule breaking

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18
Q

What is jeopardized when staff are not disciplined?

A

staff morale

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19
Q

Any undesirable conduct should merit what?

A

further action

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20
Q

What are the types of employees who meet minimal standards?

A

marginal employee

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21
Q

What do marginal employees contribute?

A

contribute very little to the unit and organizational efficiency

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22
Q

What are 4 strategies to deal with marginal employees?

A
  1. transfer to another unit
  2. offer coaching
  3. offer early retirement
  4. dismissal
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23
Q

What are the 4 steps in progressive discipline?

A
  1. informal reprimand or verbal warning
  2. Formal reprimand or written warning
  3. suspension from work without pay
  4. termination
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24
Q

What do you want to start off by stating in a disciplinary conference?

A

state the problem clearly

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25
Q

What do you want to ask in a disciplinary conference?

A

Ask employee why there has been no improvement

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26
Q

What do you want to explain in a disciplinary conference?

A

disciplinary action

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27
Q

What do you want to describe in a disciplinary conference?

A

the behavioral change

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28
Q

What do you want to get in a disciplinary conference?

A

Get agreement to & acceptance of plan

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29
Q

What is a last resort with employee discipline?

A

termination

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30
Q

When is termination necessary?

A

When employees continue to break rules despite warnings

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31
Q

True or false: termination is not difficult for employee, manager, and unit

A

false; it’s hard

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32
Q

What is cost enormous in terms of with termination?

A
  1. managerial/employee time

2. unit morale

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33
Q

When does a grievance occur?

A

occurs when the employee & manager perceive “fair/just differently.
- when you feel the manager is not being fair

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34
Q

What kind of procedure is a formal means of a resolving a discrepancy?

A

a grievance procedure

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35
Q

Where are the steps outlined in a formal grievance process?

A
  1. administrative policies

2. union contracts

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36
Q

what does the formal grievance process entail?

A

entails progressive lodging of complaints up the chain of command

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37
Q

Where happens if the difference isn’t settled int he formal grievance process?

A

proceeds to arbitration

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38
Q

What two things must management provide when disciplining the unionized employee?

A

provide union staff with a written statement outlining disciplinary charges and the reasons for the penalty

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39
Q

How must unionized staff be disciplined?

A

according to specific, pre-established steps and penalties within an established time frame.

40
Q

What 2 things must there be detailed records of when disciplining the unionized employee?

A
  1. misconduct

2. counseling attempts

41
Q

What does chemical impairment in nursing entail?

A

Drug (Demerol, Oxycodone, OxyContin, Vicodin) or alcohol abuse

42
Q

What generally are a majority of disciplinary actions by licensing boards related to?

A

misconduct from chemical impairment

43
Q

What 2 things specifically are a majority of disciplinary actions by licensing boards related to?

A
  1. Misappropriation of drugs for personal use

2. Sale of drugs/drug paraphernalia to support the nurse’s addiction

44
Q

What are characteristics of chemically impaired

A
  1. Being absent from work without good explanation
  2. Extend lunch hour
  3. Excessive sick leave or request for days off
  4. Staying late for no apparent reason
  5. Consistent tardiness/being late
  6. Disappearing frequently from the unit without explanations
45
Q

What is the biggest problem with chemically impaired employees?

A

time/attendance issues

46
Q

What do you want to gather when confronting the chemically impaired RN/staff?

A

gather as much evidence as possible

47
Q

What does confrontation of the chemically impaired RN/staff require?

A

immediate confrontation

48
Q

What behavior is to be expected with the chemically impaired RN/staff?

A

Denial of the impairment or use of defense mechanisms

49
Q

What should the manager not do with the chemically impaired RN/staff?

A

manager should not nurture or counsel employee

50
Q

What should the manager do with the chemically impaired RN/staff?

A

Manager should outline plan for employee to overcome chemical impairment

51
Q

What are the 4 Arizona State Board of Nursing Chemically Addicted Nurses Diversion Options “ATD”??

A
  1. Self – referral
  2. Licensure Renewal/Application
  3. Employer Referral
  4. Legal Agencies/other Regulatory or Community Referral
52
Q

What is the purpose of the Legal Agencies/other Regulatory or Community Referral?

A

Provide for the public’s safety & welfare through early detection, treatment, & monitoring of chemically dependent nurses

53
Q

What do employees have to give consent to for re-entry?

A

random urine testing for toxicology/alcohol screens

54
Q

How are employees assigned for re-entry?

A

Assigned to day shift for the first year

55
Q

What does there have to be evidence of with re-entry?

A

Provided evidence of ongoing involvement with support groups – attend meetings weekly

56
Q

What can re-entry nurse not use?

A

Can’t use psycho active drugs

57
Q

Who should a re-entry nurse be paired with?

A

Should be paired with a successfully recovering RN whenever possible.

58
Q

What should a re-entry nurse be encouraged to seek?

A

Encouraged to seek individual counseling/ therapy and a structured aftercare program

59
Q

Remind yourself to be…

A

ABLE

60
Q

What are the parts of ABLE?

A

A = act now to address conflict, cynicism, don’t wait

B = bolster your belief in all team members and show they are appreciated and important

L= lead through example. Show staff that you use the same behaviors you expect from them through all interactions

E= expect excellence and empower your employees to achieve the goals they set

61
Q

What is about ascertaining the value of a person’s work performance by assessing employee strengths and development needs using different measurements and evaluation methods?

A

performance appraisal

62
Q

What does performance appraisal help with?

A

Recruitment, Promotion, Succession Planning, Competency checklist, Training and development requirements.

63
Q

What are factors that influence the development of staff using performance appraisal?

A

Offer HR support to Supervisors
Begin with a strong performance plan
Link organization’s objectives with employee goals
Keep a performance goal for each employee
Use a uniform evaluation Cycle
Make employee reviews fair and objective
Be aware of employees’ concerns
Avoid Performance surprises
Create the right atmosphere on review day
Build a culture that values feedback
Monitor and evaluate reviews

64
Q

What kind of feedback is peer feedback?

A

A constructive and professional feedback

65
Q

What does peer feedback measure?

A

Measure “actual behavior” not intent.

66
Q

What do supervisors need to know with peer feedback?

A

“The Good, The bad, The Really Ugly”

67
Q

What is a performance appraisal tool that ranks an employee from best to worst on a particular trait by comparing the employee with other employees on a particular performance level trait?

A

ranking

68
Q

What is a performance appraisal tool where the employees are being distributed to different categories?

A

Forced Distribution

69
Q

What is a performance appraisal tool where a checklist of statements of traits of employee in the form of Yes or No based questions is prepared.

A

checklist

70
Q

What is unique about a checklist?

A

the rater only does the reporting or checking and HR department does the actual evaluation

71
Q

what is a performance appraisal tool where scale points are defined by statements of effective and ineffective behaviors?

A

Behaviorally Anchored Rating Scales-

72
Q

what is a performance appraisal tool where weaknesses, overall performance, suggestions for improvement etc.. in an essay format-focus is employee behavior?

A

narrative essay

73
Q

what is a performance appraisal tool where the supervisor keeps a record of all undesirable examples of employees work related behavior and review it with the employee at the time of appraisal?

A

critical incident

74
Q

Modern performance appraisal tools do what?

A

Promote objectivity, reduce bias

75
Q

What is a method of performance appraisal in which managers or employers set a list of objectives and make assessments on their performance on a regular basis, and finally make rewards based on the results achieved?

A

Management by Objectives

76
Q

What does management by objectives care about? not about?

A

results achieved (goals) but not to the way how employees can fulfill them.

77
Q

What is management by objectives rated against?

A

management by objectives and the performance is rated against the achievement of objectives stated by the management.

78
Q

What is psychological appraisals more focused on?

A

focused on employees emotional, intellectual, and motivational and other personal characteristics affecting his performance.

79
Q

What method of performance appraisal uses multiple appraiser, including supervisor, subordinates and peer of the targeted persons?

A

360-Degree Feedback

80
Q

What happens with information in 360-Degree Feedback?

A

collected & feedback is provided in full circular fashion top to bottom & back to top

81
Q

What is a valuable asset for any organization?

A

Human resource

82
Q

What does the human resource performance appraisal method try to find?

A

the relative worth of this asset in term of money-example doctors-revenue generation.

83
Q

What is the first impression in the performance appraisal bias?

A

primacy effect

84
Q

What is the halo effect in performance appraisal bias?

A

perceived positive quality-overall high

85
Q

What is the horn effect in performance appraisal bias?

A

perceived negative quality-overall low.

86
Q

What happens when there is excessive stiffness or lenience in performance appraisal bias?

A

rater has own standards

87
Q

What is the central tendency with performance appraisal bias?

A

follow the middle path “average”

88
Q

What is personal biases with performance appraisal bias?

A

does the boss like/dislike you?

89
Q

What is the spillover effect with performance appraisal bias?

A

Current performance ~ past performance.

90
Q

What is the recency effect with performance appraisal bias?

A

most recent behavior influences performance.

91
Q

How long has the clinical ladder in nursing been around?

A

since 1970

92
Q

What are the four levels in the clinical ladder?

A

I, II, III,IV.

93
Q

What are the levels in the clinical ladder based on?

A

based on upward growth based on education, experience, continuing education, and professional development.

94
Q

How are points earned in the clinical ladder?

A

Points are earned for each area and bonus provided to the applicant.

95
Q

What is a disadvantage of the clinical ladder?

A

not outcome driven, costly, for RNs only.

96
Q

What are 3 PATHS?

A
  1. Professional Advancement Through High Performance and Skill
  2. Opportunity for all non management employees
  3. Outcome driven

N478 (15 decks)

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