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INTRODUCTION

About the Authors: Dr. Desselle is professor of Social, Behavioral, and Administrative Pharmacy at Touro University California College of Pharmacy. His research program focuses on optimizing roles for pharmacy technicians, development of mentorship programs and in promoting health organizational cultures and citizenship behaviors in professional settings. He is a Fulbright Specialist Scholar having completed a project to develop a Center of Assessment for the University of Pristina in Kosovo. Dr. Desselle is Founding Editor-in-Chief of the international peer-reviewed journal, Research in Social and Administrative Pharmacy with graduate students and collaborations worldwide on various projects such as medication safety and medication adherence issues with informal caregivers. Dr. Desselle also is a primary author for the Pharmacy Management Tips of the Week on AccessPharmacy that accompany this textbook.

Dr. Moczygemba is an associate professor and associate director of the Texas Center for Health Outcomes Research and Education at The University of Texas College 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. She teaches in the health care systems course in the Doctor of Pharmacy (PharmD) program and is engaged in interprofessional education initiatives with a focus on quality improvement (QI) and patient safety.

LEARNING OBJECTIVES

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 contemporary performance feedback and appraisal processes such as 360-degree feedback.

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

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

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

  8. 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.

SCENARIO

“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 ...

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