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ABOUT THE AUTHOR

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Dr. Moczygemba is an associate professor and Director of the Center for Pharmacy Practice Transformation at the Virginia Commonwealth University (VCU) School of Pharmacy. Her research program focuses on working with communities and health systems to mitigate health disparities by developing patient-centered interventions to optimize medication-related health outcomes. She has worked to advance the health care of homeless individuals, older adults, and those living in rural areas through the development, implementation, and evaluation of care models that integrate pharmacists with health care teams. Dr. Moczygemba is currently a VCU Blick Scholar and was a National Institutes of Health (NIH) KL2 Scholar from 2010–2013. She received the 2008 University of Texas College of Pharmacy Distinguished Young Alumnus Award. She received her PharmD and PhD from the University of Texas at Austin College of Pharmacy.

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LEARNING OBJECTIVES

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LEARNING OBJECTIVES

After completing this chapter, readers will be able to

  1. Discuss the rationale behind the implementation of a systematic performance appraisal system.

  2. Discuss the implementation of a performance appraisal system within a pharmacy organization.

  3. Identify various types of performance appraisal processes and evaluate the strengths and weaknesses of each type.

  4. Discuss issues of reliability and validity within the context of evaluating a performance appraisal system.

  5. Describe how to conduct a performance appraisal interview and how to handle disagreements that may arise during or subsequent to the interview.

  6. Discuss the linkage of performance appraisal results with the proper allocation of organizational rewards.

  7. Discuss the importance of formal and informal feedback and describe best practices for providing informal feedback and praise to employees to maximize their work satisfaction, commitment, and productivity.

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SCENARIO

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“What?” asked Marcus Green, emphatically. “You’ve got to be kidding! That’s just not fair. I’ve been here for 31/2 years, and I’ve received only one raise—and that may as well have been nothing. Why did she get another raise? She’s probably making more money than I am, and she’s only been here for a little more than 1 year.” With a look of consternation, Marcus lowers his voice and asks his colleagues at the lunch table, “Where did you hear this from, anyway? Ah, never mind. I don’t want to discuss it any further,” Marcus chimed as he finished scarfing up the remainder of his lunch and left the table in a huff.

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Marcus’s fellow pharmacy technicians at Community Hospital were equally upset that Susan Bostik allegedly had received another raise, but they were not sure that they had done the right thing by telling Marcus about it. Marcus, having worked at Community Hospital for nearly 4 years, generally was regarded as the “best tech” in the pharmacy. He filled orders twice as fast as anyone else, always showed up on time, and came to work on short notice when others called in sick, even though he was perhaps a bit more prone to ...

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