Health> Vol.6 No.10, April 2014

Various Perspectives on Performance Appraisals in the Health Service

DownloadDownload as PDF (Size:284KB)  HTML    PP. 929-937  

ABSTRACT

Background: The health services are facing many new challenges, including a growing number of elderly patients, and an increasing use of technology in the work place. These challenges might require flexible and reflective conversations with the employees. Aim: This study examines whether some performance appraisals (PAs) are more efficient and more effective than others. The study also shows how some performance appraisals are more suitable for home care and nursing homes in municipal health services. Methods: Two datasets are used: 1) a questionnaire was distributed to a representative sample of 600 health personnel in Norway; and 2) a questionnaire was distributed to a representative sample of 60 employees (test-group: 10 groups; control-group: 30 employees), in pre-test, post-test 1 and post-test 2. SPSS. Findings: Managers are the only ones who receive training in PA techniques (factory perspective). Nurses versus auxiliary nurses experience more frequent dyadic relationships and exchanges in PAs (family perspective). PAs for employees from nursing homes are fairer than those administered to home care employees (jungle perspective). In organizations closest to carnival perspectives, employees participating in group-PAs are more active in the conversations than employees who have individual conversations in PAs. Conclusions: Health personnel involved in PAs experience different effects of the conversational, and employees working as a member of a team in the organization need to experience a high quality of relationships (family), justice (jungle), and participation in group-conversation (carnival) during performance appraisals.

Cite this paper

Vasset, F. (2014) Various Perspectives on Performance Appraisals in the Health Service. Health, 6, 929-937. doi: 10.4236/health.2014.610117.

References

[1] Boswell, W.R. and Bourdreau, J.W. (2002) Separating the Developmental and Evaluative Performance Appraisal. Journal of Business and Psychology, 16, 391-412.
http://dx.doi.org/10.1023/A:1012872907525
[2] Murphy, K.R. and Cleveland, J.N. (1995) Understanding Performance Appraisal. Social, Organizational and Goal Setting, Sage Publications, Thousand Oaks.
[3] Holbrook, R.L. (2002) Contact Point and Flash Points: Conceptualizing the Use of Justice Mechanisms in the Performance Appraisal Interview. Human Resource Management Review, 12, 101-123.
http://dx.doi.org/10.1016/S1053-4822(01)00053-5
[4] Fletcher, C. (2002) Performance Appraisal and Management: The Developing Research Agenda. Journal of Occupational of Individual, 74, 473-487.
[5] Pettijohn, C., Pettijohn, L.S. and d’àmico, M. (2001) Characteristics of Performance Appraisal and Their Impact on Sales force Satisfaction. Human Resource Development Quarterly, 12, 127-146.
http://dx.doi.org/10.1002/hrdq.4
[6] White Paper No. 25 (2005-2006) Competence, Opportunities and Meaning. Government Stoltenberg.
[7] Vasset, F., Marnburg, E. and Furunes, T. (2010) Employees’ Perceptions of Justice in Performance Appraisal. Nursing Management, 17, 30-34.
http://dx.doi.org/10.7748/nm2010.05.17.2.30.c7727
[8] Abrahamsen, B. (2002) Hvorfor utdanne to pleiere for å få en? In Institutt for samfunnsforskning (Institutt of social science), Pax Forlag, Oslo.
[9] Vasset, F., Marnburg, E. and Furunes, T. (2012) Dyadic Relationships and Exchanges in Performance Appraisal. V?rd i Norden, 32, 4-9.
[10] Bolman, L.G. and Deal, T.E. (2009) Reframing Organizations, Artistry, Choice, and Leadership. Jossey-Bass, Inc, USA.
[11] Fletcher, C. (2008) Appraisal, Feedback and Development. Making Performance Review Work. 4th Edition, R.T.F. Group, New York.
[12] Bretz, R.D., Milkovich, G.T. and Read, W. (1992) The Current State of Performance Appraisal Research and Practice: Concerns, Directions, and Implications. Journal of Management, 18, 321-352.
http://dx.doi.org/10.1177/014920639201800206
[13] Flint, D.H. (1999) The Role of Organizational Justice in Multi-Source Performance Appraisal: Theory-Based Applications and Directions for Research. Human Research Management Review, 9, 1-20.
http://dx.doi.org/10.1016/S1053-4822(99)00009-1
[14] Glover, R.B. (2004) Why Are We Ignoring Performance Appraisal Research. Powered by BNET:COM, 1-4.
[15] Mikkelsen, A. (2005) Medarbeidersamtalen i det nye arbeidslivet. Cappelen Akademiske Forlag, Oslo.
[16] Tourish, D. (2006) The Appraisal Interview Reappraised. In: The Handbook of Communication Skills, Routledge, London.
[17] Blix, E.S. (1999) Et kappl?p med tiden? In: Publikasjonsserie 9, Universitetet i Oslo, Oslo.
[18] O’Connor, M. and Lee, S. (2007) Authentic Performance Appraisal: When Home Is the Workplace. International Journal of Palliative Nursing, 13, 606-609.
[19] Wang, W. (2006) Evaluation of 2 + 2 Alternative Teacher Performance Appraisal Program in Shanxi, People’s Republic of China. Teaching and Teacher Education, 23, 1012-1023.
[20] Edwards, M. and Sproull, R. (1985) Making Performance Appraisal Perform: The Use of Team Evaluation. American Management Association’s HR Focus New York. The Association, 62, 28-32.
[21] Lanza, P. (1985) Team Appraisal. Personnel Journal, 47-51.
[22] Kavanagh, P., Benson, J. and Brown, M. (2007) Understanding Performance Appraisal Fairness. Asia Pacific Journal of Human Resources, 45, 132-150.
http://dx.doi.org/10.1177/1038411107079108
[23] Vasset, F., Marnburg, E. and Furunes, T. (2012) Exploring Different Effects of Performance Appraisal in Group and Individual Conversations. V?rd i Norden, 32, 36-41.
[24] Benner, P. (1984) From Novice to Expert. University of California, San Francisco.
[25] English, A., Griffith, R.L. and Steelamn, L. (2007) Small Group Research. 633-665.
http://sgr.sagepub.com
[26] West, M.A. and Hirst, G. (2003) Cooperation and Teamwork for Innovation. In: West, M.A., Tjosvold, D. and Smith, K.G., Ed., International Handbook of Organizational Teamwork and Cooperative Working, John Wiley and Sons, Hoboken.
[27] Orvik, A. (2004) Organisatorisk Kompetanse. Cappelens Forlag, Oslo.
[28] Graen, G.B. and Uhl-Bien, M. (1995) Relationship-Based Approach to Leadership: Development and Leader-Member Exchange (LMX) Theory of Leadership over 25 Years: Applying a Multi-Level Multi-Domain Perspective. Leadership Quarterly, 6, 219-247.
http://dx.doi.org/10.1016/1048-9843(95)90036-5
[29] Yeuk-Mui May, T., Korczynski, M. and Frenkel, S.J. (2002) Organizational and Occupational Commitment: Knowledge Workers in Large Corporations. Journal of Management Studies, 39, 775-801.
http://dx.doi.org/10.1111/1467-6486.00311
[30] Kuvaas, B. (2006) Performance Appraisal Satisfaction and Employee Outcomes: Mediating and Moderating Roles of Work Motivation. International Journal of Human Resource Management, 17, 504-522.
[31] Korsgaard, M.A. and Robertson, L. (1995) Procedural Justice in Performance Evaluation: The Role of Instrumental and Non-Instrumental Voice in Performance Appraisal Discussions. Journal of Management, 21, 657-669.
http://dx.doi.org/10.1177/014920639502100404
[32] Spence, D.G. and Wood, E.E. (2007) Registered Nurse Participation in Performance Appraisal Interview. Journal of Professional Nursing, 23, 55-59.
http://dx.doi.org/10.1016/j.profnurs.2005.11.003
[33] Kuvaas, B. (2007) Different Relationships between Perceptions of Developmental Performance Appraisal and Work Performance. Personnel Review, 36, 378-397.

comments powered by Disqus

Copyright © 2014 by authors and Scientific Research Publishing Inc.

Creative Commons License

This work and the related PDF file are licensed under a Creative Commons Attribution 4.0 International License.