C HAPTER 24: P ERFORMANCE A PPRAISAL
1. The performance appraisal system in a health -care organization has been
replaced by perfo rmance management. Under this new system, the nurse -
manager should perform what actions? Select all that apply.
a. Work with employees to set performance goals.
b. Hold frequent, informal evaluations with employees.
c. Delegate performance appraisal to experienced employees.
d. Provide leadership training to employees.
e. Provide coaching to employees on an ongoing basis.
ANS: A, D, E
Feedback:
In performance management, appraisals are eliminated. Instead, the
manager places his or her efforts into ongoing coaching, mutual goal
setting, and the leadership training of subordinates. This model does
not include informal evaluations or the delegation of performance
appraisal.
PTS: 1 DIF: Difficult REF: Page: 675 OBJ: 9
NAT: Client Needs: Safe and Effective Care Environm ent:
Management of Care TOP: Chapter Number: 24: Title:
Performance Management KEY: Integrated Process: Nursing
Process BLM: Cognitive Level: Appl y NOT: Multiple
Selection
,2. A focus group has been organized so that employees can give feedback on
their manager’s work performance. What characteristic of the focus group
will best ensure a productive and positive process?
a. Hold the focus group off of the organization’s propert y to ensure
confidentialit y.
b. Have an impartial employee relations officer facilitate the
discussion.
c. Provide a monetary bonus for employees who participate.
d. Limit the focus group to employees who have at least 2 years of
experience on the unit.
ANS: B
Feedback:
When focus groups are used, an experience qualified employee
relations specialist facilitates the discussion so that it does not dissolve
into a gripe session. Paying employees for their feedback may be
ethicall y problematic, depending on the circumstances. Excluding new
employees would be inappropriate, and there is no reason t o hold the
focus group off of the organization’s propert y.
PTS: 1 DIF: Moderate REF: Page: 676 OBJ: 13 | 14
NAT: Client Needs: Safe and Effective Care Environment:
Management of Care TOP: Chapter Number: 24: Title: When
Employees Appraise Their Manager' s Performance KEY:
Integrated Process: Nursing Process BLM: Cognitive Level:
Appl y NOT: Multiple Choice
3. The nurse-manager is taking action to avoid the recency effect when
, conducting employees’ performance appraisals. What is the manager’s
best action?
a. Avoid conducting performance appraisals more than once per year.
b. Avoid conducting performance appraisals more than every 18
months.
c. Keep ongoing notes on each employee’s performance.
d. Ask for employees’ feedback on their performance appraisals
immediatel y after they are completed.
ANS: C
Feedback:
Taking regular notes on employee performance is a way to avoid the
recency effect, which favors appraisal of recent performance over less
recent performance during the evaluation period. This effect is not the
result of frequent appraisals, and asking for employee feedback does
not address it.
PTS: 1 DIF: Moderate REF: Page: 660 OBJ: 4
NAT: Client Needs: Safe and Effective Care Environment:
Management of Care TOP: Chapter Number: 24: Title:
Strategies to Ensur e Accuracy and Fairness in the Performance
Appraisal KEY: Integrated Process: Nursing Process BLM:
Cognitive Level: Appl y NOT: Multiple Choice
4. The nurse-manager is completing a competence assessment of an
unlicensed care provider (UAP) on the unit. What components should the
manager evaluate? Select all that apply.
a. The UAP’s knowledge level for giving care
1. The performance appraisal system in a health -care organization has been
replaced by perfo rmance management. Under this new system, the nurse -
manager should perform what actions? Select all that apply.
a. Work with employees to set performance goals.
b. Hold frequent, informal evaluations with employees.
c. Delegate performance appraisal to experienced employees.
d. Provide leadership training to employees.
e. Provide coaching to employees on an ongoing basis.
ANS: A, D, E
Feedback:
In performance management, appraisals are eliminated. Instead, the
manager places his or her efforts into ongoing coaching, mutual goal
setting, and the leadership training of subordinates. This model does
not include informal evaluations or the delegation of performance
appraisal.
PTS: 1 DIF: Difficult REF: Page: 675 OBJ: 9
NAT: Client Needs: Safe and Effective Care Environm ent:
Management of Care TOP: Chapter Number: 24: Title:
Performance Management KEY: Integrated Process: Nursing
Process BLM: Cognitive Level: Appl y NOT: Multiple
Selection
,2. A focus group has been organized so that employees can give feedback on
their manager’s work performance. What characteristic of the focus group
will best ensure a productive and positive process?
a. Hold the focus group off of the organization’s propert y to ensure
confidentialit y.
b. Have an impartial employee relations officer facilitate the
discussion.
c. Provide a monetary bonus for employees who participate.
d. Limit the focus group to employees who have at least 2 years of
experience on the unit.
ANS: B
Feedback:
When focus groups are used, an experience qualified employee
relations specialist facilitates the discussion so that it does not dissolve
into a gripe session. Paying employees for their feedback may be
ethicall y problematic, depending on the circumstances. Excluding new
employees would be inappropriate, and there is no reason t o hold the
focus group off of the organization’s propert y.
PTS: 1 DIF: Moderate REF: Page: 676 OBJ: 13 | 14
NAT: Client Needs: Safe and Effective Care Environment:
Management of Care TOP: Chapter Number: 24: Title: When
Employees Appraise Their Manager' s Performance KEY:
Integrated Process: Nursing Process BLM: Cognitive Level:
Appl y NOT: Multiple Choice
3. The nurse-manager is taking action to avoid the recency effect when
, conducting employees’ performance appraisals. What is the manager’s
best action?
a. Avoid conducting performance appraisals more than once per year.
b. Avoid conducting performance appraisals more than every 18
months.
c. Keep ongoing notes on each employee’s performance.
d. Ask for employees’ feedback on their performance appraisals
immediatel y after they are completed.
ANS: C
Feedback:
Taking regular notes on employee performance is a way to avoid the
recency effect, which favors appraisal of recent performance over less
recent performance during the evaluation period. This effect is not the
result of frequent appraisals, and asking for employee feedback does
not address it.
PTS: 1 DIF: Moderate REF: Page: 660 OBJ: 4
NAT: Client Needs: Safe and Effective Care Environment:
Management of Care TOP: Chapter Number: 24: Title:
Strategies to Ensur e Accuracy and Fairness in the Performance
Appraisal KEY: Integrated Process: Nursing Process BLM:
Cognitive Level: Appl y NOT: Multiple Choice
4. The nurse-manager is completing a competence assessment of an
unlicensed care provider (UAP) on the unit. What components should the
manager evaluate? Select all that apply.
a. The UAP’s knowledge level for giving care
