CONTROLLING

HR

Controlling

Is the use of formal authority to assure achievement of goals and objectives Performance is measured against pre determined standards Action is taken to correct discrepancies between this standards and actual performance

Functions

Serves both as means and an end Promotes effective use of resources Provides professional reinforcements Maintains activity and expectations

Principles

Critical few
Fewer

people involved in control brings about best results or decentralization of authority

Point of Control
Centralization

Self Control or Discipline

Translates

to personal acceptance of responsibility and accountability

Kinds of Formal Control

Pre action Control

Controlling

by means of personal supervision and utilizing control checks Consist of procedures for any given task or function

Post action Control

Controlling

as the task or function is being performed or may have been performed Correcting deviations from standards or plans

Types of Control

Feed forward Control

Focuses

on operations before they begin Prevent anticipated problems Example: preparing all supplies and equipments for IV insertion, Lumbar tap, safety systems, training programs and budgets

Concurrent Control
Apply

to processes as they are happening; enacted while work is being performed Examples: material/supplies for therapeutic care

Types of Control

Feedback Controls
Focuses

on the result of the operations Guide future planning, inputs, and process designs Examples: timely reports (weekly, monthly, quarterly, annual)

Characteristics of Effective Control

Control system must be designed appropriately to be effective Control standards should be flexible and realistic Control systems must prevent, not cause the problem they were designed to detect

Control Process
Steps in Control Process

1. Establish and Specify Criteria and Performance Standards

A. Standards
Standard

is any guideline establish as the basis for measurement Created when objectives are set during the planning process Precise, explicit statement of EXPECTED results from a product, service, machine, individual or organizational unit Expressed numerically and is set for quality, quantity and time

Development of Standards

Types of Standards
Structure
Focus

Standards

on the structure or management system used by an agency to organize and deliver nursing care Including the number and categories of nursing personnel who provide care Example: TL is responsible for no more than 20 patients, with fewer than 3 TM to provide care
Process
Refer

Standards

to actual nursing care procedures or activities engaged in by nurses to administer care

Development of Standards
Outcome

Standards

Standards

that are designed for measuring the results of nursing care Conflict Management, Budgeting, Discipline

1. Establish and Specify Criteria and Performance Standards

B. Resource Controls
Time

controls relate to DEADLINES and TIME CONSTRAINTS Material controls relate to INVENTORY and MATERIAL; yield controls Equipment controls are built into the machinery Cost control help ensure COST STANDARDS are met Employee performance controls focus on ACTIONS and BEHAVIORS of individuals and groups of employees Budget control cost or expense related standards.

1. Establish and Specify Criteria and Performance Standards

C. Financial Controls
Facilitate

achieving the organizations PROFIT

motive One method of financial control is BUDGETING They become control tools by pointing out deviations between the standard and actual consumption

D. Operations Control
Assess

how efficiently and effectively an organizations transformation processes create goods and services

1. Establish and Specify Criteria and Performance Standards

E. Statistical Process Control

Use

of statistics or mathematical methods and procedures to determine whether production operations are being performed correctly To detect any deviations and to find and eliminate their causes A control chart displays the results of measurements over time and provides a visual means of determining whether a specific process is staying within predefined limits

1. Establish and Specify Criteria and Performance Standards

The Just-in-Time (JIT) System

The

JIT system is the timely application of medications for the illness of a patient, and purchased materials just in time to be transformed into parts

2. Monitor and Measure Performance of Nursing Care Services and Evaluate it against the Standards through records, Reports and Observations

Nursing Rounds
Pay

particular attention to issues of patient care and nursing practice Satisfy needs and problems met or unmet

Quality Assurance
Monitors

compliance with established standards

Nursing Audit
Consists

of documentation of the quality of nursing care in relation to the standards established by the nursing department

2. Monitor and Measure Performance of Nursing Care Services and Evaluate it against the Standards through records, Reports and Observations

Purpose of Nursing Audit

Prioritizes

nursing care by promoting optimum nursing care Identify deficiencies in the organization and administration of nursing care Used to increase performance to assure that improvements have been maintained

3. Compare Performance with Standards, Models, or Criteria to Determine Deviations or Differences

Program Evaluation and Review Technique (PERT)

Employs

a matrix that uses network of activities presented in a chart, including the goals or product desired, time management, budget and estimation

Benchmarking
Seeks

out the best so as to improve its performance Provides standard or point of reference in measuring or judging quality, values and cost

4. Enact Remedial Measures or Steps to Correct deviations or errors

Correction of deviations and errors Master Control Plan Take necessary action

Management Control Strategies

Market Control
Budgets

and rules

Bureaucratic control Self Control Clan Control

Performance Appraisal Tools

Trait Rating Scale

Rating

a person against the set standard JD, desired behavior and personal trait

Job Dimension Scales

Job

requirements and quality work performance

behaviors to improve performance

Behaviorally Anchored Rating Scale (BARS)

desired

Checklist
Composed

of behavioral statements that represent desirable behavior

Performance Appraisal Tools

Peer Review
It

is a collegial evaluation of the performance done to promote excellence in the practice and offer information, support, guidance, criticism and direction to one another
employee to evaluate his own performance

Self Appraisal
Allows

Errors in Appraisal

Halo Effect
Tendency

to overrate staff based on the raters first impression of the ratee Based on the good traits or good things one sees in a person

Logical Error
Based

on first impressions of the rater to the ratee

Central Tendency Error

Rate

the staff as AVERAGE. Used by the rater when feedback tools are inadequate

Errors in Appraisal

Leniency Error
Propensity

to overlook the weaknesses and mistakes of the person being evaluated leading to an inaccurate picture of the job performance
of the ratee changes simply because he is observed by the rater when rating an employee very low because of an error committed

Hawthorne Effect
Behavior

Horns Effect
Occurs