CONTROLLING ✓ Let employees know the level of their job

performance as well as any expectations that the

➢ Performance is measured against predetermined
organization may have of them.
standards, and action is taken to correct
discrepancies between these standards and ✓ Also generate information for salary adjustment,
actual performance. promotions, transfers, disciplinary actions, and
termination.
Management Process
Performance Appraisal TOOLS:
Planning → Organizing → Staffing → Directing →
Controlling
Controlling:
✓ Performance appraisals
✓ Fiscal accountability
✓ Quality control
✓ Legal and ethical control
✓ Professional and collegial control
Quality Control
✓ A specific type of controlling
TRAIT RATING SCALE - Is a method of rating a
✓ Refers to activities that are used to evaluate, person against a set standard, which may be the
monitor, or regulate services rendered to job description, desired behaviors, or personal
consumers. traits.
Hallmarks of Effective Quality Control Programs: JOB DIMENSION SCALE - Require that the rating
✓ Support from top-level administration. scale be constructed for each job classification.

✓ Commitment by the organization in terms of fiscal BEHAVIORALLY ANCHORED RATING SCALE (BARS) -
As in the job dimension method, the BARS
and human resources.
technique requires that a separate rating forms be
✓ Quality goals reflect search for excellence rather developed for each job classification.
minimums.
CHECKLIST – Several types:
✓ Process is ongoing (continuous).
• Weighted scale – the most frequently used
3 Basic Steps of Quality Control checklist, is composed of many behavioral
statement that represent desirable job
1. The criterion or standards is determined. behavior.
2. Information is collected to determine if the • Forced checklist – requires supervisor to select
standards has been met. an undesirable and a desirable behavior for
each employee.
3. Educational or corrective action is taken if the • Simple checklist – comprises numerous words
criterion has not been met. or phrases describing various employee
Performance Appraisal behaviors or traits.

✓ Work performance is reviewed. ESSAY - The appraiser describes in narrative form

an employee’s strengths and areas where
improvement or growth is needed.
 SELF – APPRAISAL - Employees are increasingly
being asked to submit written summaries or
portfolios of their work- related accomplishments
and productivity as part of the self – appraisal
process.

MANAGEMENT BY OBJECTIVES (MBO) - MBO is an

excellent tool for determining an individual
employee’s progress because it incorporates both
the employee’s assessment and the organization.

PEER REVIEW - When peers rather than the

supervisors carry out monitoring and assessing
work performance, it is referred to as peer review.

360 – DEGREE EVALUATION - An adaptation of peer

review, and a relatively new addition to
performance appraisal tools, this includes an
assessment by all individuals within the sphere of
influence of the individual being appraised.

STAFF DEVELOPMENT

Staff development is a cost – effective method of PROBLEM EMPLOYEE

increasing productivity.
Types of employees with special needs:
1. Marginal employees – are those employees who
disrupts unit functioning because the quantity and
quality of their work consistently meets only
minimal standards at best.
2. Impaired employees – are those who are unable
to accomplish their work at the expected level as
result of chemical or psychological diseases.
Discipline as PROGRESSIVE PROCESS
Disciplinary Process:
1st Step: Informal reprimand or verbal admonishment
2nd Step: Formal reprimand or written admonishment
3rd Step: Suspension from work
4th Step: Involuntary termination or dismissal
Disciplinary Strategies for the Nurse – Manager:
1. Performance Deficiency Coaching
2. Disciplinary Conference
3. Termination Conference
PERFORMANCE DEFIECIENCY COACHING
✓ Is another strategy that the manager can use to
create a disciplined work environment.
✓ Manager actively brings areas of unacceptable
behavior or performance to the attention of the
employee and work with him or her to establish a
plan to correct deficiencies.
THE DISCIPLINARY CONFERENCE
✓ When coaching is unsuccessful, the manager
must take more aggressive steps and use more
formal measures, such as the disciplinary
conference.
✓ After thoroughly investigating an employee’s
offenses, manager must confront the employee
with their findings.
THE TERMINATION CONFERENCE
✓ At times, the disciplinary conference must be a
termination conference.
✓ Following steps should be followed in the
termination conference:
1. Calm state the reasons for dismissal.
2. Explain the employment termination
process.
3. Ask for employee input.
4. End the meeting on a positive note, if
possible.
DIRECTING Approaches to Problem-Solving and Decision Making
✓ Referred as “Coordinating or Activating • Traditional Problem – Solving Process
✓ The “DOING” phase of management. • Managerial Decision–Making Models
• The Nursing Process
Management Process: • Integrated Ethical Problem – Solving Model
• Intuitive Decision - Making Models
Planning → Organizing → Staffing → Directing →
Controlling
Directing: Traditional Problem–Solving Process

✓ Human resource management responsibilities: • Define The

• Motivating • Gather
• Managing conflict • List Possible Solutions
• Delegating • Test Solutions
• Communicating • Select Best Course of
• Facilitating collaboration • Implement

Managerial Decision – Making Models

Decision Making
• is a complex, cognitive process often defined as The Nursing Process
choosing a particular course of action.
The thought process of selecting a logical choice
from the available options
(BusinessDictionary.com)

Problem Solving
• is part of decision-making and is a systematic
process that focuses on analyzing a difficult
situation.
• Always includes a decision-making steps.
Integrated Ethical Problem – Solving Model

Intuitive Decision - Making Models

Delegating Effectively
• Plan ahead.
• Identify necessary skills and education levels.
• Select capable personnel.
• Communicate goals clearly.
CRITICAL ELEMENTS IN DECISION-MAKING:
• Empower the delegate.
• Define objectives clearly • Set deadlines and monitor progress.
• Gather data carefully • Monitor the role and provide guidance.
• Generate many alternatives • Evaluate the performance.
• Think logically • Reward accomplishment.
• Choose and act decisively
Delegation Common Delegating ERRORS

“Getting work done through others or as directing the • Under delegating

performance of one or more people to accomplish • Over delegating
organizational goals.” • Improper delegating