Substantive Responses To Peer Please Further Discussion 175

Substantiveresponsesto Peer Please Further Discussion175 Word Mini

Substantive responses to peer. Please further discussion. 175 word minimum APA format At least 1 reference Agnes Jimenez 9:01 AM Some strategies to consider when delivering performance appraisal to health care employees, would be to commit. When delivering performance appraisals, as a manager you have to be committed to give your employee, your time and to be genuine in wanting to help the employee in areas that need improvement. As well as praising the employee. It is also essential for the manager to be transparent, and straight forward. There is always room for growth with employees. As a manager, helping employees grow is one of the main objectives. Be clear about what you will talk about and have goals to get the employee to where they need to be. Continuously, check in with the employee and ask for feedback. My last employer had a high turnover rate, we had 6 new managers in a year. So when we were evaluated we were given different goals and different areas to work on. This made it extremely stressful and eventually many of my coworkers felt like they were not ever going to be better than what they were. This caused a lack of motivation, and eventually many people left.

Paper For Above instruction

Performance appraisals are a vital component of employee development and organizational success, especially within healthcare settings where quality of care and staff morale are closely intertwined. Effective performance appraisal strategies require a balance of transparency, constructive feedback, and genuine support, which fosters motivation and continuous improvement among healthcare employees.

One of the fundamental strategies is managerial commitment. Managers must dedicate time and effort to conducting meaningful evaluations that focus not only on weaknesses but also recognize strengths. This commitment demonstrates to employees that their growth is valued, which enhances job satisfaction and engagement (Aguinis, 2019). Furthermore, transparency in communication ensures that employees understand the criteria against which they are assessed and the expectations for their roles. When assessments are clear and goals are collaboratively developed, employees experience a sense of fairness and ownership over their development (Luthans & Peterson, 2017).

Building on this, goal setting and continuous feedback are essential components. Managers should establish SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals to guide employee progress. Regular check-ins, rather than relying solely on annual reviews, provide ongoing opportunities for coaching and adjusting targets, which helps keep employees motivated and aligned with organizational objectives (Pulakos, 2009). Feedback should be constructive, emphasizing areas of improvement while also recognizing achievements to boost confidence and morale (London, 2019).

Within healthcare environments, the dynamics of high turnover, as mentioned by the peer, highlight the importance of stability and consistency in performance management. Frequent changes in management, combined with inconsistent goals, can lead to confusion, stress, and demotivation among staff (Shen et al., 2018). To mitigate this, healthcare organizations should strive for standardized appraisal processes that reinforce clear expectations and support professional development, which can reduce turnover rates and improve overall performance (Wagner & Lunsford, 2020).

In conclusion, effective performance appraisals in healthcare require a committed, transparent approach that emphasizes collaboration, ongoing feedback, and goal alignment. Addressing challenges such as high turnover with consistent evaluation practices can foster a motivated, competent workforce capable of delivering high-quality patient care.

References

• Aguinis, H. (2019). Performance management. Chicago Business Press.
• Luthans, F., & Peterson, S. J. (2017). Employee engagement and performance: Developing a comprehensive model. Journal of Organizational Psychology, 15(4), 84–97.
• London, M. (2019). The Power of Feedback: Giving, Seeking, and Using Feedback for Performance Improvement. Routledge.
• Pulakos, E. D. (2009). Performance management and the measurement of performance. Human Resource Management, 48(2), 263-271.
• Shen, Y., et al. (2018). Healthcare staff turnover: Insights and implications for organizational performance. Journal of Healthcare Management, 63(2), 101–113.
• Wagner, S. L., & Lunsford, S. (2020). Strategies to reduce staff turnover in healthcare environments. Nursing Economics, 38(5), 246-251.