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Thank you for your posting Judith and for your citation. I think we always have to acknowledge that staff are an organisations' best resource and it is critical to look after them if we want the best outcomes from an organisational perspective. Sue 

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Thank you for your posting Judith and for your citation. I think we always have to acknowledge that staff are an organisations' best resource and it is critical to look after them if we want the best outcomes from an organisational perspective. Sue 

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Good points about leadership, Jessica. Effective leadership is a challenging skill for anyone but as we saw in Module 1, effective leadership can be learned/developed  and is not necessarily innate, as is often assumed. Sue 

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Good points about leadership, Jessica. Effective leadership is a challenging skill for anyone but as we saw in Module 1, effective leadership can be learned/developed  and is not necessarily innate, as is often assumed. Sue 

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Thank you for sharing your experiences Trish. There is a lot of evidence about under-reporting and it is an issue. Creating the right nvironment is an important element of performance management where people can feel confident to speak up if they have concerns, especially where safety and/or quality is concerned. 

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Thank you for sharing your experiences Trish. There is a lot of evidence about under-reporting and it is an issue. Creating the right nvironment is an important element of performance management where people can feel confident to speak up if they have concerns, especially where safety and/or quality is concerned. 

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Good points, Juanita, especially in relation to time frames. Sue 

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Good points, Juanita, especially in relation to time frames. Sue 

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I feel that Prince Charles Hospital does performance manage staff very well.We actually have a member of the Teaching staff who has this role as part of her portfolio, and I am aware that she manages them by regular reviews ans follow ups with the Nurse Unit Manager and the staff member themself. What I am really pleased about is that people need to be encouraged and supported to address inappropriate behavior and unsafe practice from our peers.Having courage to speak up and make work better for everyone is very important as one badly behaved person can make life on a ward hell for everyone.
I had a recent experience at this hospital where a staff member in one of the wards was extremly difficult to work with and everyone dreaded working with her because of her behaviour. I had a bad experience with her when I had students on placement in the ward and wrote out a written complaint. Along with theis a lot of the other staff wrote out complaints on her behaviour and it was dealt withby the Executive Director of the hospital. I recently got invited by the Director of Nursing for Cardiac Services to the Executive suite so they could give me a letter and tell me of the outcome.
The staff member had been removed from the department permanently and I was thanked for having the courage to document the evidence.
I had another situation at another hospital where the same thing happened. If people are unhappy they need to report it so something can be done. We are all responsible for ensuring our work environment is a safe, happy place.

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Jessica McKirkle                                                          According to DeLaune, Ladner, McTier, Tollefson & Lawrence (2015) if performance management is implemented and incorporated into an organisation successfully, it will generate better patient outcomes, and provide the knowledge to run more effective organizations.  With this in mind, I reflected on my own healthcare workplace and discovered that there is very little flexibility performance management and appears rigid in coming from the top down; eliminating techniques such as peer review.                                                                             Strategies that are implemented into my workplace at a high level are Clear Aims and Criteria set out in place by management, Commitment by all staff, especially the leadership team to performance manage and best practice for safe, quality care.                                                           Areas that are valuable to the best practice of performance management, yet need development are issues such as a supportive culture; where trust and transparency is important to achieve the open dialogue, yet more often than not competition and a blame culture are often visible in the environment. Or Individual goals that allow for growth and development, set at an individual and team level, whilst making reference to the organisation on a whole.                                                                                        Two areas that are continuously operational and can be seen throughout the different managed levels of the organisation are leadership and evaluation.  Leadership is integral to paediatric nursing as it can often be burdensome to perform a technological advanced job at a high level, whist providing exceptional communication to the family and child.  This can be a challenge, as burnout can be high in healthcare, especially nursing, therefore leadership that can motivate, recognise and reward is essential.  Similarly, it can often be burdensome to perform a technological advanced job at a high level, whist providing exceptional communication to the family and child.  This can be a challenge, as burnout can be high in healthcare, especially nursing, therefore leadership that can motivate, recognise and reward is essential.   Reference                                                                                     DeLaune,S.C., Ladner, P.K., McTier,L., Tollefson, J. & Lawrence, J. (2015).  Australian and New Zealand Fundamentals of Nursing. Cengage Learning: Melbourne, Australia. 

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Jessica McKirkle                                                          According to DeLaune, Ladner, McTier, Tollefson & Lawrence (2015) if performance management is implemented and incorporated into an organisation successfully, it will generate better patient outcomes, and provide the knowledge to run more effective organizations.  With this in mind, I reflected on my own healthcare workplace and discovered that there is very little flexibility performance management and appears rigid in coming from the top down; eliminating techniques such as peer review.                                                                             Strategies that are implemented into my workplace at a high level are Clear Aims and Criteria set out in place by management, Commitment by all staff, especially the leadership team to performance manage and best practice for safe, quality care.                                                           Areas that are valuable to the best practice of performance management, yet need development are issues such as a supportive culture; where trust and transparency is important to achieve the open dialogue, yet more often than not competition and a blame culture are often visible in the environment. Or Individual goals that allow for growth and development, set at an individual and team level, whilst making reference to the organisation on a whole.                                                                                        Two areas that are continuously operational and can be seen throughout the different managed levels of the organisation are leadership and evaluation.  Leadership is integral to paediatric nursing as it can often be burdensome to perform a technological advanced job at a high level, whist providing exceptional communication to the family and child.  This can be a challenge, as burnout can be high in healthcare, especially nursing, therefore leadership that can motivate, recognise and reward is essential.  Similarly, it can often be burdensome to perform a technological advanced job at a high level, whist providing exceptional communication to the family and child.  This can be a challenge, as burnout can be high in healthcare, especially nursing, therefore leadership that can motivate, recognise and reward is essential.   Reference                                                                                     DeLaune,S.C., Ladner, P.K., McTier,L., Tollefson, J. & Lawrence, J. (2015).  Australian and New Zealand Fundamentals of Nursing. Cengage Learning: Melbourne, Australia. 

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The term performance management immediately directs thoughts of poor work performance and the need to manage or improve work related behaviours or practices. Ashdown (2014), considers performance management as an ongoing process that seeks to align individuals performances and behaviours with an organisation vision, mission and values to achieve quality and success.
In my workplace job descriptions, competency based training, annual mandatory training and annual staff performance appraisal and development (PADs) are all methods of performance management. Outlining expectations of job roles and expectations, ensuring staff are training according to a competency based standard, ensuring mandatory training is encouraged and supported and providing annual PAD discussion are all effective in laying out specific, measurable, agreed, realistic and time-lined expectations for performance and practice outcomes (Ashdown, 2014) and work well for most nursing employees.
Improvements could be made in competency training and in PAD discussions. Competency training especially for new graduate nurses has a expectation that completion must occur within a designated time frame. I am aware that as managers and clinical nurse teachers providing flexible time-frames and additional support depending on the individuals confidence may improve success and overall confidence and competency at the end point. The PAD process offers self reflection and career aspirations as well as managerial assessment and career development options however this process would be enhanced with effective and open communication between both parties and where the employee has insight into self-practice strengths and weaknesses; only then can a collaborative working partnership strengthen the employees job satisfaction and performance to improve organisational outcomes.
Ashdown, L. (2014). Performance management. London, UK: Kogan Page Ltd.

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There are a handful of resources on   best practices that support effective performance management.Shaw and Blewett (2013) identify these practices as skill development, clear system and standards, supportive policies, procedures and system, communication and collaboration, access to support, and evaluation/monitoring (Shaw & Blewett, 2013). In my workplace, some of these elements are obvious and implemented well such as well defined purpose, setting up standards, policies and guidelines, and access to employee benefit and support system. Employees are recognized and rewarded every year for great performance to reinforce values and behavior.  However, performance appraisals, and  training/skill development need more support in the organisation as these are seen as of lesser importance than clinical care.Communication and collaboration of the outcome of training and appraisals can be improved by setting up expectations and responsibilities. I believe that it is of paramount importance to nurture accountability, respect and openness to achieve the performance expected of an organisation.
Shaw, A., & Blewett, V. (2013). Good practice guide to performance management for nurses and midwives in Victorian Public Health Services.Retrieved from www.health.vic.gov.au.