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dc.contributor.authorHarnett, P J
dc.contributor.authorBowles, N
dc.contributor.authorCoughlan, A
dc.date.accessioned2012-01-30T14:29:55Z
dc.date.available2012-01-30T14:29:55Z
dc.date.issued2009-06
dc.identifier.citationRefocusing acute psychiatry, performance management, standards and accountability, a new context for mental health nursing. 2009, 16 (5):434-9 J Psychiatr Ment Health Nursen
dc.identifier.issn1365-2850
dc.identifier.pmid19538599
dc.identifier.doi10.1111/j.1365-2850.2009.01394.x
dc.identifier.urihttp://hdl.handle.net/10147/205662
dc.description.abstractThe term 'performance management' has an aversive 'managerial' aspect, is unappealing to many public sector staff and has an 'image problem'. Perhaps as a consequence, it has failed to make a significant impact on Irish public sector workers, notably mental health nurses. In this paper, performance management is introduced and examined within an Irish healthcare context and with reference to its use in other countries. Some of the challenges faced by Irish mental health nurses and the potential benefits of working within a performance managed workplace are discussed. The paper concludes that performance management is likely to increasingly affect nurses, either as active agents or as passive recipients of a change that is thrust on them. The authors anticipate that the performance management 'image problem' will give way to recognition that this is a fundamental change which has the potential to enable health services to change. This change will bring high standards of transparency, worker involvement in decision making, an explicit value base for health services and individual teams. It provides the potential for clear practice standards and high standards of transparency as well as worker welfare in all aspects, including supporting employment and career progression.
dc.language.isoenen
dc.relation.url10.1111/j.1365-2850.2009.01394.xen
dc.subject.meshEmployee Performance Appraisal
dc.subject.meshHumans
dc.subject.meshLeadership
dc.subject.meshPower (Psychology)
dc.subject.meshPsychiatric Nursing
dc.subject.meshPsychiatry
dc.subject.meshPublic Health
dc.subject.meshPublic Sector
dc.subject.meshQuality Assurance, Health Care
dc.subject.meshSocial Responsibility
dc.titleRefocusing acute psychiatry, performance management, standards and accountability, a new context for mental health nursing.en
dc.typeArticleen
dc.contributor.departmentKerry Community Services, Kerry General Hospital, Rathass, Tralee, Co. Kerry, Ireland. pj.harnett@hse.ieen
dc.identifier.journalJournal of psychiatric and mental health nursingen
dc.description.provinceMunster
html.description.abstractThe term 'performance management' has an aversive 'managerial' aspect, is unappealing to many public sector staff and has an 'image problem'. Perhaps as a consequence, it has failed to make a significant impact on Irish public sector workers, notably mental health nurses. In this paper, performance management is introduced and examined within an Irish healthcare context and with reference to its use in other countries. Some of the challenges faced by Irish mental health nurses and the potential benefits of working within a performance managed workplace are discussed. The paper concludes that performance management is likely to increasingly affect nurses, either as active agents or as passive recipients of a change that is thrust on them. The authors anticipate that the performance management 'image problem' will give way to recognition that this is a fundamental change which has the potential to enable health services to change. This change will bring high standards of transparency, worker involvement in decision making, an explicit value base for health services and individual teams. It provides the potential for clear practice standards and high standards of transparency as well as worker welfare in all aspects, including supporting employment and career progression.


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