Abstract
This research examined what is currently happening in the area of hospital management performance appraisals. Study objectives were: (1) to determine the prevalence of various appraisal methods, (2) to discover variations in appraisal objectives, (3) to determine the time allotted to the appraisal process, (4) to discover rater/ratee satisfaction with the process, and (5) to determine the CEO's skills as a performance rater. Chief executive officers (CEOs) from 125 California general acute care hospitals of 300+ bed size were sent a survey. A total of sixty-three (63) individuals responded to the survey, a return rate of 50 percent. Findings. (1) Nearly 94 percent indicated using a formal, documented managerial performance appraisal system. (2) Most (64.4 percent) used the MBO or Goals/Results Approach either alone or with another technique. (3) The most popular objectives for the performance appraisal were: (a) providing feedback for the employee, (b) allocating rewards, and (c) identifying skill deficiencies and determining training needs. (4) Approximately half felt their appraisal method provided for good legal documentation. (5) Most (61.9 percent) indicated that less than 5 percent of a person-year was allotted for appraisal information gathering, review sessions, and goal planning. (6) Approximately half met with their managers once a year to conduct performance reviews. (7) Nearly 60 percent perceived their managers to be "generally satisfied" with the appraisal system, while nearly 65 percent of the CEOs reported that they were "generally satisfied". (8) Nearly one-third reported that they anticipated a change in the appraisal system within the next year. (9) Popular appraisal training methods included professional seminars, hospital inservicing, and reading of books/articles. Recommendations. (1) Determine if the current performance appraisal system is meeting the needs of the organization. (2) Survey the appraisee's level of satisfaction with the current appraisal process. (3) Change the current appraisal method if it is not meeting organizational needs. (4) Use formal, documented performance appraisals. (5) Consider using MBO as the primary managerial evaluation method. (6) Write up or review current job descriptions. (7) Expand the number of objectives for using the managerial performance appraisal. (8) Increase the preparation, implementation, and review time spent in the managerial appraisal process. (9) Conduct two formal and several informal evaluation meetings annually. (10) Increase the amount of rater training in conducting appraisals. (11) Discuss the topic of managerial appraisal with other hospital CEOs.