1. The purpose of a performance appraisal system is to evaluate how well an employee performs her job duties and tasks, her supervisory and leadership capabilities and other soft skills, and how well she manages workplace relationships and conflict resolution.It evaluates the contribution of each employee to the accomplishment of company’s goals.Assess quality of job performance.Provide feedback regarding job performance.Plan future performance goals & objectives.Improve job performance goals & objectives.Improve job performance through recognition & coaching.Establish a better knowledge of the employee to understand what motivates them.Document unsatisfactory performance.Serve as the basis for compensation changes.Team role clarification & resolving confusion.
2.The equation is: target hours (census multiplied by budgeted HPPD) divided by actual productive hours worked. Many hospitals are now tracking dailyproductivity. The same equation is used for the dailycalculation, with 24 hours as the time period instead of 14 days as in the example.Nursing Sensitive Indicators are said to reflect three aspects ofnursing care: structure, process, and outcomes. ... Outcomeindicators reflect patient outcomes that are determined to be nursing-sensitive because they depend on the quantity orquality of nursing care. These include things like pressure ulcers and falls.CHPPD are calculated by adding the hours of RNs & HCSWs providing care during 24hrs & dividing the total number of patients at the midnight census.Productivity has been defined as a measure of output per unit of input.Within the discipline of nursing,productivity is described as proof or evidence of how efficient the NP is in his/her labor,job setting, or how efficiently she/he handles resources & equipment.Frequently productivity is expressed in terms of patient seen per day or amount of reimbursement a provider brings to the practice.
3.Many companies also consider workplace harassment and bullying
to be forms of workplace violence. Additionally, domestic violence
may spill over into the workplace in the form of assaults, threats
or other actions by outside parties with whom employees have
relationships.“It includes physically aggressive, violent, or
threatening behavior, such as attempts to instill fear in others
and intimidation; verbal or physical threats of any sort; and any
other conduct that suggests a tendency towards violent behavior.”a
spectrum of behavior—including overt acts of violence, threats, and
other conduct—that generates a reasonable concern for safety from
violence, where a nexus exists between the behavior and the
physical safety of employees and others (such as customers,
clients, and business associates) on-site or off-site, when related
to the organization.”Type I—Criminal Intent. In this kind of
violent incident, the perpetrator has no legitimate relationship to
the business or its employees. ...
Type II—Customer/Client. ...
Type III—Worker on Worker. ...
Type IV—Personal Relationship.
But actually, the most likely victims of customer violenceare
social service and healthcare workers. The threat of customer
violence accounts for the majority of nonfatalworkplace violence
incidents. This type of threat also accounts for about 20% of
allworkplace homicides.
4.Many factors contribute to violence in healthcare: patientsand their loved ones are often vulnerable and, at times, distraught; healthcare workers must function in typically stressful environments; there is 24-hour access to the hospital setting; and the presence of drugs can make healthcare settings attractive.Organizational factors that contribute to a higher risk ofviolent incidents include: high worker turnover; inadequate security and mental health personnel on site; and lack of policies and staff training for recognizing and managing escalating hostile and assaultive behaviors from patients, clients, visitors, or staff.
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