Post on 05-Apr-2018
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CONTROLLING
HR
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Controlling
Is the use of formal authority to assureachievement of goals and objectives
Performance is measured against pre
determined standards
Action is taken to correct discrepanciesbetween this standards and actual
performance
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Functions
Serves both as means and an end
Promotes effective use of resources
Provides professional reinforcements
Maintains activity and expectations
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Principles
Critical few
Fewer people involved in control brings aboutbest results
Point of ControlCentralization or decentralization of authority
Self Control or Discipline
Translates to personal acceptance ofresponsibility and accountability
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Kinds of Formal Control
Pre action Control
Controlling by means of personal supervision andutilizing control checks
Consist of procedures for any given task orfunction
Post action Control
Controlling as the task or function is beingperformed or may have been performed
Correcting deviations from standards or plans
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Types of Control
Feed forward Control
Focuses on operations before they begin
Prevent anticipated problems
Example: preparing all supplies and equipmentsfor IV insertion, Lumbar tap, safety systems,training programs and budgets
Concurrent Control Apply to processes as they are happening;
enacted while work is being performed
Examples: material/supplies for therapeutic care
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Types of Control
Feedback Controls
Focuses on the result of the operations
Guide future planning, inputs, and process
designs Examples: timely reports (weekly, monthly,
quarterly, annual)
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Characteristics of EffectiveControl
Control system must be designedappropriately to be effective
Control standards should be flexible andrealistic
Control systems must prevent, not cause theproblem they were designed to detect
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Steps in Control Process
Control Process
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1. Establish and Specify Criteria
and Performance Standards
A. Standards
Standard is any guideline establish as the basisfor measurement
Created when objectives are set during theplanning process
Precise, explicit statement of EXPECTED resultsfrom a product, service, machine, individual or
organizational unit
Expressed numerically and is set for quality,quantity and time
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Development of Standards
Types of Standards
Structure Standards
Focus on the structure or management system used by
an agency to organize and deliver nursing care Including the number and categories of nursing personnel
who provide care
Example: TL is responsible for no more than 20 patients,
with fewer than 3 TM to provide careProcess Standards
Refer to actual nursing care procedures or activitiesengaged in by nurses to administer care
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Development of Standards
Outcome Standards
Standards that are designed for measuring the resultsof nursing care
Conflict Management, Budgeting, Discipline
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1. Establish and Specify Criteria
and Performance Standards
B. Resource Controls
Time controls relate to DEADLINES and TIMECONSTRAINTS
Material controls relate to INVENTORY andMATERIAL; yield controls
Equipment controls are built into the machinery
Cost control help ensure COST STANDARDS aremet
Employee performance controls focus on ACTIONSand BEHAVIORS of individuals and groups ofemployees
Bud et control cost or ex ense related standards.
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1. Establish and Specify Criteria
and Performance Standards
C. Financial Controls
Facilitate achieving the organizations PROFIT
motive
One method of financial control is BUDGETING They become control tools by pointing out
deviations between the standard and actualconsumption
D. Operations Control
Assess how efficiently and effectively anorganizations transformation processes create
goods and services
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1. Establish and Specify Criteria
and Performance Standards
E. Statistical Process Control
Use of statistics or mathematical methods andprocedures to determine whether production
operations are being performed correctly To detect any deviations and to find and eliminate
their causes
A control chart displays the results of
measurements over time and provides a visualmeans of determining whether a specific processis staying within predefined limits
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1. Establish and Specify Criteria
and Performance Standards
The Just-in-Time (JIT) System
The JIT system is the timely application ofmedications for the illness of a patient, and
purchased materials just in time to betransformed into parts
2 M it d M P f f N i C
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2. Monitor and Measure Performance of Nursing CareServices and Evaluate it against the Standards throughrecords, Reports and Observations
Nursing Rounds
Pay particular attention to issues of patient careand nursing practice
Satisfy needs and problems met or unmet Quality Assurance
Monitors compliance with established standards
Nursing AuditConsists of documentation of the quality of nursing
care in relation to the standards established by thenursing department
2 M it d M P f f N i C
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2. Monitor and Measure Performance of Nursing CareServices and Evaluate it against the Standards throughrecords, Reports and Observations
Purpose of Nursing Audit
Prioritizes nursing care by promoting optimumnursing care
Identify deficiencies in the organization andadministration of nursing care
Used to increase performance to assure thatimprovements have been maintained
3 Compare Performance with Standards
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3. Compare Performance with Standards,Models, or Criteria to Determine Deviations orDifferences
Program Evaluation and Review Technique(PERT)
Employs a matrix that uses network of activities
presented in a chart, including the goals orproduct desired, time management, budget andestimation
Benchmarking
Seeks out the best so as to improve itsperformance
Provides standard or point of reference in
measuring or judging quality, values and cost
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4. Enact Remedial Measures or Steps to Correctdeviations or errors
Correction of deviations and errors
Master Control Plan
Take necessary action
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Management Control Strategies
Market Control
Budgets and rules
Bureaucratic control
Self Control
Clan Control
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Performance Appraisal Tools
Trait Rating Scale
Rating a person against the set standard
JD, desired behavior and personal trait
Job Dimension Scales Job requirements and quality work performance
Behaviorally Anchored Rating Scale (BARS)
desired behaviors to improve performance Checklist
Composed of behavioral statements that representdesirable behavior
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Performance Appraisal Tools
Peer Review
It is a collegial evaluation of the performancedone to promote excellence in the practice and
offer information, support, guidance, criticism anddirection to one another
Self Appraisal
Allows employee to evaluate his own
performance
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Errors in Appraisal
Halo Effect
Tendency to overrate staff based on the raters first
impression of the ratee
Based on the good traits or good things one sees ina person
Logical Error
Based on first impressions of the rater to the ratee
Central Tendency Error
Rate the staff as AVERAGE. Used by the rater whenfeedback tools are inadequate
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Errors in Appraisal
Leniency Error
Propensity to overlook the weaknesses andmistakes of the person being evaluated leading to
an inaccurate picture of the job performance Hawthorne Effect
Behavior of the ratee changes simply because heis observed by the rater
Horns Effect
Occurs when rating an employee very lowbecause of an error committed