pharmad

• Control - To exercise restraining or directing influence over someone or something (to regulate)

  
  

  To have power over (to rule)

  Reduce the incidence or severity( to moderate)

  Adjust the operations of the organization to its predetermined outcomes
• Eduard Franz Leopold Brech - View to ensure adequate progress and satisfactory performance
• Harold Koontz - Enterprise objectives and the plans devised to attain them are accomplished
• Performance Appraisal - performance review, performance evaluation, employee appraisal
• Employee Performance Appraisal - documents and evaluates the job performance of an employee
• Units of Output - hourly, daily, weekly, or monthly basis

  • Number of prescriptions prescribed
• Quality of Work - assessments of the employee's quality of efforts and number of prescriptions correctly dispensed
• Dependability - counted on to do a good job and w/o supervision
• Job Knowledge - employee's knowledge of the job

  You must be an expert in the work you were hired for
• Ability & Willingness to Work w/ others - willingness to work as a team is essential given that most pharmacists rely to the people

  
  

  It can be assess by monitoring conflict in work

  No man is an island

  Managers must work with their subordinates
• Initiative & Ability to Handle Uncertainty - pertains to the degree to which employee can work on their own and perform relatively on their structure task

  Handling the unknown

  Grace under pressure

  Must not panic
• Rationale for Implementing Performance Appraisal - not complete until personally discussed

  employees are required to sign the evaluation
• Traditional Appraisal - manager's observations of the employee's performance
• Upward Feedback - feedback on manager performance.

  Involves the process of delivering feedback from subordinated to superiors.

  Two way communication between employee and employer so manager can improve from feedback
• 360 Feedback - multi rater feedback

  *Ratings are most accurate if raters know the subject for 1-5 years

  *The feedback for employees would come from self assessment and external sources such as customers and immediate supervisors

  *The feedback for the manager would come from employees under his direct supervision
• Self Appraisal Approach - employees evaluate their own performance

  done 1 or 2 weeks before the performance review by the manager
• Trait Approach - employer evaluates the employee on observable dimensions of personality

  integrity, honesty, punctuality, and dependability
• Results Approach - work achievements judged against goals set mutually by the supervisor/subordinate
• Essay Appraisal - evaluator provides a brief essay providing assessment of strengths, weaknesses, and potentials of employee
• Critical Incident Appraisal - superior describes incidents, giving details on both positive & negative behaviors of the employee

  *Everything must be written
• Management by objectives - employees are allowed to set their own realistic performance goals

  * Eliminates the feeling of employees being judged unfairly by using high standards
• Graphic rating scale - make use of a graphic measuring the person's quality of work

  *Include criteria

  *Unsatisfactory, average, above average, satisfactory, and perfect
• Community Involvement - medical mission, donation, brigada eskwela
• Publications -research, authorship
• Seminars - personal and professional seminars
• Religious Activity - Recollection, retreat
• Evaluation - students', program chairs' deans'
• Pharmacist - how you communicate deal with customers
• THE APPRAISAL PROCESS

  establish standard & measures

  communicate job expectation

  planning

  monitor performance

  appraising

  giving feedback

  decision making - promotion, retain, train

  developing performance