Peer evaluation is a basic part of identifying the effectiveness of a team. In the healthcare industry, members of the team usually work together in harmony with the hope of achieving a common goal. In each group, individual workers usually do not have the same skills and in the most effective ones members should be able to complement one another in the performance of tasks. For instance, while one member is an expert in providing quality work another is responsible for ensuring that deadlines are met. In this case, our project group had a total of seven members including myself. The following report provides a clear identification of the importance of evaluation as it refers to interprofessional leadership in the healthcare sector.
Significance of Peer Evaluation
The process of undertaking a review of one’s individual group is an integral process in the practices of healthcare practitioners. Recent reforms in the health sector have called for interprofessional collaboration where clinicians from diverse backgrounds are required to work together to achieve the goal of positive outcomes for the patient (Rabbani, Zamani, Yazdani-Chamzini, & Zavadskas, 2014). Through performance of a peer evaluation, the leader or supervisor is able to identify the various concerns one member has against another. The individual practitioners will demonstrate their appreciation or negative attitude towards another depending on the role they feel they play (Vainieri, & Nuti, 2011). The leader of the team can effectively identify the presence of such members as they are more likely to portray the same in their evaluation of peers. The peer rating practice also keeps track of the needs of the group to achieve the desired objectives (Nuti, Seghieri, & Vainieri, 2013).
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Review of the literature
Performance evaluation is a sensitive issue that may affect the sustainability of the team whether in the health industry or in a normal business setting. There are numerous individual who feel that a performance evaluation is an unfair treatment of the individual’s contribution to the overall outcomes realized (Reeves, Perrier, Goldman, Freeth, & Zwarenstein, 2013). Far too often, the evaluation provided by untrained personnel is biased and filled with information that is unreliable. The most recent behavior of the person being evaluated as well as the nature of relationship with the evaluator will drastically affect the results provided (Brock et al., 2013). In this regard, the leadership in a healthcare organization suffers greatly as it is unable to make appropriate changes. The leader cannot identify which information is accurate from that which is false.
Application to Nursing
The process of performance evaluation has become a daunting task in the healthcare sector. Nurse leaders are extensively affected by this practice as they seek effective measures of identifying how their followers are performing their roles (Lin, Liu, Liu, & Wang, 2014). In various cases, these administrative personnel have come up with novel ideas of ways to carry out performance reviews. To avoid the bias of considering the most recent behavior, the leaders conduct a more frequent assessment of the workers (Brock et al., 2013). If the workforce is generally small, this can be done from at least once a week to once a month or in some cases bi-annually.
Conclusion
The evaluation conducted on the members of my group shows that majority exceeded expectations particularly in participation and attitude. Many of the members are positive that each one is perfectly clear on the role they should play in the delivery of the project. This positive attitude helps maintain a proper contribution of towards the development of the project and ensuring that the quality of the work is of the highest possible achievement. In this case, members avoid cases of grammatical errors and plagiarism of research. Nevertheless, there are a number of individuals who do not know how to manage their time and strictly adhere to deadlines. There have been various cases of late delivery of work.
References
Brock, D., Abu-Rish, E., Chiu, C. R., Hammer, D., Wilson, S., Vorvick, L., ... & Zierler, B. (2013). Interprofessional education in team communication: working together to improve patient safety. BMJ Qual Saf, 22 (5), 414-423.
Lin, Q. L., Liu, L., Liu, H. C., & Wang, D. J. (2013). Integrating hierarchical balanced scorecard with fuzzy linguistic for evaluating operating room performance in hospitals. Expert Systems with Applications, 40 (6), 1917-1924.
Nuti, S., Seghieri, C., & Vainieri, M. (2013). Assessing the effectiveness of a performance evaluation system in the public health care sector: some novel evidence from the Tuscany region experience. Journal of Management & Governance, 17 (1), 59-69.
Rabbani, A., Zamani, M., Yazdani-Chamzini, A., & Zavadskas, E. K. (2014). Proposing a new integrated model based on sustainability balanced scorecard (SBSC) and MCDM approaches by using linguistic variables for the performance evaluation of oil producing companies. Expert Systems with Applications, 41 (16), 7316-7327.
Reeves, S., Perrier, L., Goldman, J., Freeth, D., & Zwarenstein, M. (2013). Interprofessional education: effects on professional practice and healthcare outcomes (update). The Cochrane Library .
Vainieri, M., & Nuti, S. (2011). Performance measurement features of the Italian regional healthcare systems: differences and similarities . In Health management-different approaches and solutions. InTech, Retrieved from https://cdn.intechopen.com/pdfs-wm/24994.pdf
