"Ability is what you're capable of doing. Motivation determines what you do. Attitude determines how well you do it" - Lou Holtz

Performance 
"Performance is defined as the execution of an action; something accomplished; the fulfillment of a promise, claim, or request" (Huber, 2009, p. 715). 

This week in our Leadership and Management in Nursing course we are reading about the concept of performance appraisals.  This blog will focus on how leaders can be an effective partner in establishing performance appraisals that are focused around organizational strategies to enhance employee performance instead of reflecting on negativity.
   
I do not personally have much experience with performance reviews or appraisals but the few experiences I have had were mainly revolved around peer reviews.  Peer reviews have positive and negative sides to them.   I say there are negatives sides to these types of reviews because in my experience I have worked within a small group where we all worked very well together and we were all were on a friendship based level where constructive feedback was not of the highest priority when completing the peer review evaluation.  Also, when the time of year came around for completing performance appraisals managers ask employees who, within other departments have we worked closely with, would be a good co-worker for completing a review.  This enables employees to choose peer reviewers who they know will give them good reviews that are not allows focused making specific adjustments in their role to meet or exceed performance expectations.   
  

"The nursing profession  must develop new leaders, and a powerful tool accomplish this is the performance appraisal.  Nurse managers who have learned to lead with reverence use the performance appraisal process as an opportunity to mentor and coach their staff into new experiences" (Huber, 2009, p. 720).

Leaders can develop methods for evaluating and improving performance continually, through out the year instead of using a once a year stressful meeting to evaluate performance by using the following methods:  

Coaching "as a management tool is ongoing, face to face collaboration and influence to improve skills and performance" (Huber, 2009, p. 717).  "This process involves all employees in improving their ability to do their job and increase potential.  Activities include role modeling, hiring carefully, encouraging growth, creating a positive environment, using praise, and encouraging stretch goals" ( Huber, 2009 p. 724). 

Counseling addresses problems helps employees to identify their weakness. 

Mentoring "the closer the link between the employee's needs and the mentor's

competencies, the more likely it is that the mentorship will be productive" (Huber, 2009, p.724).

The book highlights a specific program and evaluation tool designed to retain nurses. 

• The Vanderbilt Professional Nursing Practice Program 

Click HERE to view the Vanderbilt Professional Nursing Practice Program, Part 2 Integrating a Professional Advancement and Performance Evaluation System.  There are three parts to the program and Part 2 will examine the performance measurement and evaluation system created to support the program.

Reference

Huber, D. H. (2009).  Leadership and nursing care management. 4th edition.  Saunders, Elsevier Health Sciences. Maryland Heights, MO.