Evaluating the chief nurse executive: reflections on the process.
Performance improvement of chief nurse executives (CNEs) is an integral part of a healthcare organization's program of continuous improvement. However, the process of evaluating CNEs is an increasingly complex and costly one. This is, in part, because the formal evaluation process for a CNE of a stand-alone hospital building is considerably different from that of a CNE in an integrated health-care system of hundreds or several thousand nursing personnel. Reflecting on staff's perceptions of the CNE evaluation process in a large system, the author highlights major concerns related to issues of trust, their careers, the organization, their patients, and themselves.
Farrell
Marie P
MP
Department of Nursing, California State University-Bakersfield, 9001 Stockdale Highway, Bakersfield, CA 93303, USA. mfarrell@csub.edu
D000328:Adult; D001291:Attitude of Health Personnel; D016542:Chief Executive Officers, Hospital / Q000458:organization & administration / Q000523:psychology; D003142:Communication; D003219:Confidentiality; D003362:Cost-Benefit Analysis; D003659:Decision Making, Organizational; D004650:Employee Performance Appraisal / Q000458:organization & administration*; D005246:Feedback; D006801:Humans; D007400:Interprofessional Relations; D008875:Middle Aged; D015146:Midwestern United States; D009718:Nurse Administrators / Q000458:organization & administration / Q000523:psychology; D024802:Nurse's Role; D015401:Nursing Administration Research; D015404:Nursing Methodology Research; D009741:Nursing Staff, Hospital / Q000458:organization & administration / Q000523:psychology*; D011361:Professional Competence / Q000592:standards*; D011795:Surveys and Questionnaires