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Dr. Desselle is Dean and professor at the California Northstate University, College of Pharmacy. He received a B.S. degree in pharmacy and a Ph.D. in pharmacy administration from the University of Louisiana at Monroe. He has practice experience in both community and hospital pharmacy settings. He teaches courses in American health care systems, health care economics, social and behavioral aspects of pharmacy practice, and research methods. His research interests include performance appraisal systems in pharmacy, quality of work life among pharmacy technicians, direct-to-consumer prescription drug advertising, Web-based pharmacy services, and pharmacy benefit design. Dr. Desselle won the Duquesne University School of Pharmacy's President's Award for Teaching and President's Award for Scholarship and was recognized for his contributions to pharmacy by being named a Fellow of the American Pharmacists Association in 2006.

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 difficulties in implementing 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.

“What?” asked Marcus Green, emphatically. “You've got to be kidding! That's just not fair. I've been here for 3½ 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.

Marcus's fellow pharmacy technicians at Community Hospital were equally upset that Susan Klecko 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 making a dispensing error and was well known for being a “hothead.” Susan Bostik, on the other hand, seemed to be ...

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