There is a Nursing Shortage in Canada - 839 Words

Nursing Shortage in Canada Population in Canada continues to increase as per Statistics Canada (2013). To provide quality nursing services for such a population we need sufficient nursing workforce. According to Little (2007), by 2016, Canada will face a nursing shortage of 100,000 nurses. The major reasons for this being unemployment of immigrated internationally educated nurses in Canada and emigration of Canadian-educated nurses to countries like USA. According to College of Nurses of Ontario [CNO]a (2007), as stated in Blythe, J, et al. (2009), in 2007, 11% of registered nursing workforce in Ontario constitutes Internationally Educated Nurses (IEN). Most of the IENs are left unemployed after they migrate to Canada because of rigid requirements of language skills, licensure exams, variability in nursing education across countries etc. (Blythe et al., 2009). Between 1997 and 2000, of the 25 506 foreign-educated nurses applying for licensure in the USA, approximately 22% were Canadi an applicants, most of whom were new graduates (Buchan et al. 2003 as in Hall et al., 2009). If immigration of IENs can be made more beneficial to Canada and Canadian nurses are provided better incentives to practice in Canada, then nursing shortage that we are currently facing can be avoided. The decision to recruit more IENs into Canada was made because of the nursing shortage that is intensifying. There are three stages to integrate into nursing profession in Canada, whichShow MoreRelatedThe Importance Of Clinical Placements For Nurses950 Words   |  4 Pages Facilitating clinical placements is also another strategy for shortage of nursing that many counties faced. But the impediment to develop a higher capacity of programs in the nursing field lies with the administration of site placements for nursing professionals. 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As the baby boomers reach an age of retirement, nursing is going to see a large portion of currently employed nurses retiring from positions in the upcoming years. As expressed by Jewell (2013), 57% of nurses in Canada are between the ages of 40 and 60 (p. 325). In other words, more than half of employed nurses are nearing retirement, and there is a lack of nursesRead MoreNursing Workload And Their Association With Patient Safety And Nursing Environments993 Words   |  4 Pagespublished journals that report on results conducted from research on nursing workload and its association with patient safety and nursing environments. Cimiotti et el (2012) suggest based on an extensive review of 42 articles, evidence shows that nurse staffing in the form of nurse-patient ratios and hours of nursing care have been implicated in the spread of infection. Duffield et el (2009) suggest that nurse staffing, unstable nursing unit environments were linked to negative patient outcomes includingRead MoreThe International Migration Of Nurses1116 Words   |  5 Pagessocial security, and professional development, so, nursing profession is considered to be a mobile profession (Kingma, 2007). As international nurse migration has affected the whole world one way or the other, it has become a national as well as a global issue. Studies show that most of the developed and industrialized countries are confronting a critical shortage of nurses in the recent decades (Walani, 2015). Those countries, including Canada, are recruiting Internationally Educated Nurses (IENs)Read M oreExpanded Nursing Career: Roles, Requirements and Scope823 Words   |  3 Pageshalf of the 20th century, nursing saw lots of advancement in nursing theories and practice. Whole new careers of research, counselling changed the way traditional nursing practice. This gave nurses more confidence in having more specific role. These developments rejuvenated nursing by the introduction expanded nursing careers. These careers have an immense potential to contribute to the health care system. They allow more scope and liberty of clinical practice in nursing. It gives nurse an opportunityRead MoreThe Global Nursing Shortage : Development Of Strategies For Primary Focus On Nursing Staff Attraction And Retention1337 Words   |  6 PagesThe global nursing shortage leads to the development of strategies which primary focus on nursing staff attraction and retention. According to Quill, a nursing shortage continuously increases due to obvious reasons such as burnout, retirement, long shift ho urs, underpayments, injuries, and overall job dissatisfaction. â€Å"As of 2010, 40% of registered nurses in the USA are older than age 50 and planning for retirement† (Quill, 2012). Quill points out that nursing shortage was considered as a â€Å"global

Methods of Performance Appraisal Free Essays

string(105) " that it is easy to understand, easy to use and permits a statistical tabulation of scores of employees\." Q1 . Distinguish between ‘Performance Appraisal’ and the†potentialAppraisal’. Also discuss, in bief, the methods of performance appraisal. We will write a custom essay sample on Methods of Performance Appraisal or any similar topic only for you Order Now Ans. A performance appraisal system judges the performance of an employee over a given period of time. It is an indication of how he has performed in the PAST, but may necessarily not be an indication of his performance in the future. Depending on his past performance, a person is rewarded suitable with an appropriate cash incentive or bonus. A potential appraisal system is done to judge the capability of the person for a future role, meaning you are trying to assess a person to see whether he has the necessary skills, aptitude, attitude and competency for an increased level of responsibility and accountability or a leadership role. It can be enhanced with giving him specific T D, or assigning him a mentor. You are trying to judge his FUTURE performance based on the potential appraisal. Methods of Performance Appraisal The performance appraisal methods may be classified into three categories, as shown in Figure below. [pic] Individual Evaluation Methods Under the individual evaluation methods of merit rating, employees are evaluated one at a time without comparing them with other employees in the organization. 1. Confidential report: It is mostly used in government organizations. It is a descriptive report prepared, generally at the end of every year, by the employee’s immediate superior. The report highlights the strengths and weaknesses of the subordinate. The report is not data based. The impressions of the superior about the subordinate are merely recorded there. It does not offer any feedback to the appraisee. The appraisee is not very sure about why his ratings have fallen despite his best efforts, why others are rated high when compared to him, how to rectify his mistakes, if any; on what basis he is going to be evaluated next year, etc. Since the report is generally not made public and hence no feedback is available, the subjective nalysis of the superior is likely to be hotly contested. In recent years, due to pressure from courts and trade unions, the details of a negative confidential report are given to the appraisee. 2. Essay evaluation: Under this method, the rater is asked to express the strong as well as weak points of the employee’s behavior. This technique is normally used with a combination of the graphic rating scale because the rater can elaborately present the scale by substantiating an explanation for his ra ting. While preparing the essay on the employee, the rater considers the following factors: (i) Job knowledge and potential of the employee; (ii) Employee’s understanding of the company’s programmes, policies, objectives, etc. ; (iii) The employee’s relations with co-workers and superiors; (iv) The employee’s general planning, organizing and controlling ability; (v) The attitudes and perceptions of the employee, in general. 3. Critical incident technique: Under this method, the manager prepares lists of statements of very effective and ineffective behavior of an employee. These critical incidents or events represent the outstanding or poor behavior of employees on the job. The manager maintains logs on each employee, whereby he periodically records critical incidents of the workers behavior. At the end of the rating period, these recorded critical incidents are used in the evaluation of the workers’ performance. 4. Checklists and weighted checklists: Another simple type of individual evaluation method is the checklist. A checklist represents, in its simplest form, a set of objectives or descriptive statements about the employee and his behavior. If the rater believes strongly that the employee possesses a particular listed trait, he checks the item; otherwise, he leaves the item blank. A more recent variation of the checklist method is the weighted list. Under this, the value of each question may be weighted equally or certain questions may be weighted more heavily than others. The following are some of the sample questions in the checklist. †¢ Is the employee really interested in the task assigned? Yes/No †¢ Is he respected by his colleagues (co-workers)Yes/No †¢ Does he give respect to his superiors? Yes/No †¢ Does he follow instructions properly? Yes/No †¢ Does he make mistakes frequently? Yes/No A rating score from the checklist helps the manager in evaluation of the performance of the employee. The checklist method has a serious limitation. (e)Graphic rating scale: Perhaps the most commonly used method of performance evaluation is the graphic rating scale. Of course, it is also one of the oldest methods of evaluation in use. Under this method, a printed form, as shown below, is used to evaluate the performance of an employee. A variety of traits may be used in these types of rating devices, the most common being the quantity and quality of work. The rating scales can also be adapted by including traits that the company considers important for effectiveness on the job. A model of a graphic rating scale is given below. Table: Typical Graphic Rating Scale Employee Name†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Job title †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Department †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Rate †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Data †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Quantity of work: Volume of work under normal |Unsatisfactory |Fair |Satisfactory |Good |Outstanding | |working conditions | | | | | | |Quality of work: Neatness, thoroughness and |   |   |   |   |   | |accuracy of work Knowledge of job | | | | | | |A clear understanding of the factors connected |   |   |   |   |   | |with the job | | | | | | | Attitude: Exhibits enthusiasm and |   |   |   |   |   | |cooperativeness on the job | | | | | | |Dependability: Conscientious, thorough, |   |   |   |   |   | |reliable, accurate, with respect to attendance, | | | | | | |reliefs, lunch breaks, etc. | | | | | | |Cooperation: Willingness and ability to work |   |   |   |   |   | |with others to produce desired goals. | | | | | | From the graphic rating scales, excerpts can be obtained about the performance standards of employees. For instance, if the employee has serious gaps in technical-professional knowledge (knows only rudimentary phases of job); lacks the knowledge to bring about an increase in productivity; is reluctant to make decisions on his own (on even when he makes decisions they are unreliable and substandard); declines to accept responsibility; fails to plan ahead effectively; wastes and misuses resources; etc. , then it can safely be inferred that the standards of the performance of the employee are dismal and disappointing. The rating scale is the most common method of evaluation of an employee’s performance today. One positive point in favor of the rating scale is that it is easy to understand, easy to use and permits a statistical tabulation of scores of employees. You read "Methods of Performance Appraisal" in category "Papers" When ratings are objective in nature they can be effectively used as evaluators. The graphic rating scale may however suffer from a long standing disadvantage, i. e. , it may be arbitrary and the rating may be subjective. Another pitfall is that each characteristic is equally important in evaluation of the employee’s performance and so on. (f)Behaviorally anchored rating scales: Also known as the behavioral expectations scale, this method represents the latest innovation in performance appraisal. It is a combination of the rating scale and critical incident techniques of employee performance evaluation. The critical incidents serve as anchor statements on a scale and the rating form usually contains six to eight specifically defined performance dimensions. The following chart represents an example of a sales trainee’s competence and a behaviorally anchored rating scale. Table: An Example of Behaviorally Anchored Rating Scale (BARS) |Performance |Points |Behavior | |Extremely good |7 |Can expect trainee to make valuable suggestions for increased sales and to have | | | |positive relationships with customers all over the country. |Good |6 |Can expect to initiate creative ideas for improved sales. | |Above average |5 |Can expect to keep in touch with the customers throughout the year. | |Average |4 |Can manage, with difficulty, to deliver the goods in time. | |Below average |3 |Can expect to unload the trucks when asked by the supervisor. | |Poor |2 |Can expect to inform only a part of the customers. | |Extremely poor |1 |Can expect to take extended coffee breaks and roam around purposelessly. | How to construct BARS? Developing a BARS follows a general format which combines techniques employed in the critical incident method and weighted checklist ratings scales. Emphasis is pinpointed on pooling the thinking of people who will use the scales as both evaluators and evaluees. Step 1: Collect critical incidents: People with knowledge of the job to be probed, such as job holders and supervisors, describe specific examples of effective and ineffective behavior related to job performance. Step 2: Identify performance dimensions: The people assigned the task of developing the instrument cluster the incidents into a small set of key performance dimensions. Generally between five and ten dimensions account for most of the performance. Examples of performance dimensions include technical competence, relationships with customers, handling of paper work and meeting day-to-day deadlines. While developing varying levels of performance for each dimension (anchors), specific examples of behavior should be used, which could later be scaled in terms of good, average or below average performance. Step 3: Reclassification of incidents: Another group of participants who are knowledgeable about the job is instructed to retranslate or reclassify the critical incidents generated (in Step II) previously. They are given the definition of job dimension and told to assign each critical incident to the dimension that it best describes. At this stage, incidents for which there is not 75 per cent agreement are discarded as being too subjective. Step 4: Assigning scale values to the incidents: Each incident is then rated on a one-to-seven or one-to-nine scale with respect of how well it represents performance on the appropriate dimension. A rating of one represents ineffective performance; the top scale value indicates very effective performance. The second group of participants usually assigns the scale values. Means and standard deviations are then calculated for the scale values assigned to each incident. Typically incidents that have standard deviations of 1. 50 or less (on a 7-point scale) are retained. Step 5: Producing the final instrument: About six or seven incidents for each performance dimension – all having met both the retranslating and standard deviation criteria – will be used as behavioral anchors. The final BARS instrument consists of a series of vertical scales (one for each dimension) anchored (or measured) by the final incidents. Each incident is positioned on the scale according to its mean value. Because the above process typically requires considerable employee participation, its acceptance by both supervisors and their subordinates may be greater. Proponents of BARS also claim that such a system differentiates among behavior, performance and results and consequently is able to provide a basis for setting developmental goals for the employee. Because it is job-specific and identifies observable and measurable behavior, it is a more reliable and valid method for performance appraisal. (g)Forced choice method: This method was developed to eliminate bias and the preponderance of high ratings that might occur in some organizations. The primary purpose of the forced choice method is to correct the tendency of a rater to give consistently high or low ratings to all the employees. This method makes use of several sets of pair phrases, two of which may be positive and two negative and the rater is asked to indicate which of the four phrases is the most and least descriptive of a particular worker. Actually, the statement items are grounded in such a way that the rater cannot easily judge which statements apply to the most effective employee. The following box is a classic illustration of the forced choice items in organizations. Table: Forced Choice Items 1. LeastMost ADoes not anticipate difficultiesA BGrasps explanations easily and quicklyB CDoes not waste timeC DVery easy to talk toD 2. LeastMost ACan be a leaderA BWastes time on unproductive thingsB CAt all times, cool and calmC DSmart workerD The favorable qualities earn a plus credit and the unfavorable ones earn the reverse. The worker gets over plus when the positive factors override the negative ones or when one of the negative phrases is checked as being insignificantly rated. They overall objectivity is increased by using this method in evaluation of employee’s performance, because the rater does not know how high or low he is evaluating the individual as he has no access to the scoring key. This method, however, has a strong limitation. In the preparation of sets of phrases trained technicians are needed and as such the method becomes very expensive. Further, managers may feel frustrated rating the employees ‘in the dark’. Finally, the results of the forced choice method may not be useful for training employees because the rater himself does not know how he is evaluating the worker. In spite of these limitations, the forced choice techniques is quite popular. h)Management by Objectives (MBO): MBO represents a modern method of evaluating the performance of personnel. Thoughtful managers have become increasingly aware that the traditional performance evaluation systems are characterized by somewhat antagonistic judgments on the part of the rater. There is a growing feeling nowadays that it is better to make the superior work with subordinates in fixing goals. This would inevitably enable subordinates to exercise self-control over their performance behaviors. The concept of management by objectives is actually the outcome of the pioneering works of Drucker, McGregor and Odiorne in management science. Management by objectives can be described as â€Å"a process whereby the superior and subordinate managers of an organization jointly identify its common goals, define each individuals’ major areas of responsibility in terms of results expected of him and use these measures as guides for operating the unit and assessing the contributions of each of its members†. MBO thus represents more than an evaluation programme and process. Practicing management scientists and pedagogues view it as a philosophy of managerial practice; it is a method by which managers and subordinates plan, organize, control, communicate and debate. Features ? MBO emphasizes participatively set goals that are tangible, verifiable and measurable. MBO focuses attention on what must be accomplished (goals) rather than how it is to be accomplished (methods). ? MBO, by concentrating on key result areas translates the abstract philosophy of management into concrete phraseology. The technique can be put to general use (non-specialist technique). Further it is â€Å"a dynamic system which seeks to integrate the company’s need to clarify and achieve its profit and growth targets with the manager’s need to contribute and develop himself†. ? MBO is a systematic and rational technique that allows management to attain maximum results from available resources by focusing on achievable goals. It allows the subordinate plenty of room to make creative decisions on his own. How to cite Methods of Performance Appraisal, Essays

Essay Question On An Inspector Calls Example For Students

Essay Question On An Inspector Calls Account for the success and popularity of An Inspector Calls over fifty-eight years. Refer to one or two scenes in your answer.  Priestley wrote An Inspector Calls in 1945. The play is set in the year 1912 and is at first sight a straightforward detective thriller as Tim Bezant says in his Introduction. Mysteries appeal to everybody. This may be because there is a lot of suspense, causing tension. If An Inspector Calls is a very popular play, this is probably one of the main reasons. This work also explores the changes that take place or not, as the case may be in human beings when their consciences are affected. It is, above all, a play with a message. At the very beginning the author introduces all the characters and establishes the idea of a happy and united family looking forward to the future with a degree of confidence. As this is a typical family the audience is engrossed in the play because we are fascinated with gossip and what events occur in other peoples lives. An example of this is in the soap opera, Eastenders. This is one of the most popular soap operas today due to the dramas and conflicts that occur in a few families. In retrospect, there are a number of hints that all is not as it seems but these are not particularly obvious until later in the play. There is nothing to warn us of the shock of the Inspectors visit. Priestley also shows the relationships between each character. These are universal themes that apply to human beings at any time and at any place. An example of a universal theme is the relationship between Mr and Mrs Birling. Mrs Birling evidently knows more about social matters then Mr Birling because her husband does not know how to host a party and she tells him off. Arthur, youre not supposed to say such things.  Mrs Birling says this after Mr Birling has complimented the cook on the dinner, when he is supposed to be the host of the party. An audience at any period would laugh at this comment because it shows a typical argument between couples.  A few lines later Mrs Birling says to Sheila:  When you are married youll realize that men with important work to do sometimes have to spend nearly all their time and energy on their business. Youll have to get used to that, just as I had. This shows the relationship between middle class men and women in 1912. The men worked and brought money into the house whereas women stayed at home and supervised the house and children, with servants to do the actual physical work. Today, both women and men can get jobs but we still live in a male dominated world, where even if a woman goes out to work she will still usually be the one who is mainly responsible for the home and children. Priestley gives us a symbol of separation between male and female just after Gerald has given Sheila her engagement ring. Sheila and Mrs Birling go from the room whilst the men have a private chat and drink port. This was a custom in 1912, but one which has become quite rare these days. Nevertheless, men still like getting together for all-male sessions. As we live in the twenty-first century, the audience would find this play interesting and engaging because we can see how society has changed. The rivalries between the two siblings, Sheila and Eric, are another example of a universal theme, making the audience able to recognise the characters and enjoy the play. Every person who has a sibling must have at least had an argument with them at least once in their lives, so the audience would be engrossed in the play and acknowledge that this is a typical family. .uf6f8df602492158be2d1a77feb74177b , .uf6f8df602492158be2d1a77feb74177b .postImageUrl , .uf6f8df602492158be2d1a77feb74177b .centered-text-area { min-height: 80px; position: relative; } .uf6f8df602492158be2d1a77feb74177b , .uf6f8df602492158be2d1a77feb74177b:hover , .uf6f8df602492158be2d1a77feb74177b:visited , .uf6f8df602492158be2d1a77feb74177b:active { border:0!important; } .uf6f8df602492158be2d1a77feb74177b .clearfix:after { content: ""; display: table; clear: both; } .uf6f8df602492158be2d1a77feb74177b { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uf6f8df602492158be2d1a77feb74177b:active , .uf6f8df602492158be2d1a77feb74177b:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uf6f8df602492158be2d1a77feb74177b .centered-text-area { width: 100%; position: relative ; } .uf6f8df602492158be2d1a77feb74177b .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uf6f8df602492158be2d1a77feb74177b .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uf6f8df602492158be2d1a77feb74177b .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uf6f8df602492158be2d1a77feb74177b:hover .ctaButton { background-color: #34495E!important; } .uf6f8df602492158be2d1a77feb74177b .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uf6f8df602492158be2d1a77feb74177b .uf6f8df602492158be2d1a77feb74177b-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uf6f8df602492158be2d1a77feb74177b:after { content: ""; display: block; clear: both; } READ: Gay and Lesbian EssayMr Birling is having an enjoyable family celebration, which he is dominating with his speeches and predictions. The atmosphere is relaxed making the play even more shocking later on. He is full of pompous pronouncements, such as The Titanic absolutely unsinkable. Priestley uses dramatic irony in this example to show how out-of-touch Birling is, and how arrogant. When Birling makes these unrealistic predictions, the audience are in a good mood because we feel superior. By making the audience feel greater than Mr Birling, Priestley has made his play very fascinating. We know that Mr Birling is wrong and are secretly laughing within ourselves. All his fa ith is in business and greed, and this partly explains his pleasure in the evening since Crofts and Birling will be brought together to work in harmony. His obsessive faith in the individual, in progress and capitalism is the kind of selfish attitude that has led to Eva Smiths downfall. This is what the Inspector comes to teach him about. From the very moment the Inspector starts to interrogate the family there is tension and surprise among the audience. Our first impression of Mr Birling has been that he is a civilised and respectable man. However we soon realise that he does hold some responsibility for Eva Smiths death. This scene is particularly interesting because it deals with relationships between employers and employees.  Well, its its my duty to keeps labour costs down, and if Id agreed to this demand for a new rate wed have added about twelve per cent to our labour costs. The year in this scene is supposed to be in 1912; however this argument is exactly the same as the one employers use today to the unions when they are demanding a pay rise. Employees do get more protection these days than Eva Smith had. Nevertheless, employees are still at a disadvantage. An example of this in the twenty-first century is when the UK fire fighters were in dispute with their employers over pay. They reached an agreement with their employers, but the government ruined the deal, by saying that the pay increase had to be funded by modernisation of their terms and conditions. Knowing this, the audience feels sympathy for Eva Smith losing her job, and creates a relationship with Eva Smiths character.