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PubMed2000

[Learning by mistake. The status of error in the initial education of nurses].

This study shows the diversity of the mistakes made by the nursing students. The evolution of the mistake status in the framework of the training evaluation remains limited. Even though the mistakes are sometimes comparable between the I.F.S.I (nursing schools) and the care services, they are not dealt with in the same way. In the service, the professionals avoid the incidents, thanks to their very strong vigilance. Mistake is not used as a learning tool, people rather tend to eliminate and punish it. In the I.F.S.I there is a lack of thorough research related to the understanding and the usefulness of mistake. Mistake anticipation must rely on the student's experiences and on the information he has at his disposal; it comes within the framework of risk anticipation so that the student avoids being involved in a procedure dangerous for the patient. Mistake training can bear its fruit in a training period only if there is a transfer; therefore, it is integrated in the process of corrective anticipation. This study opens new ways for research because mistake anticipation leads to the development of a risk policy based on everybody mobilization.

Attitude of Health Personnel↗
PubMedDate not supplied

Forced to leave my job.

Explore the source record for details and available documents.

Employee Discipline↗
PubMedDate not supplied

Managing employee performance.

Performance management consists of significantly more than periodic evaluation of performance. It is the art and science of dealing with employees in a manner intended to positively influence their thinking and behavior to achieve a desired level of performance. It is essential for the manager to always model positive behavior concerning performance; what one does or says as a manager always has an influence on others. The kinds of employee behavior most likely encountered relative to performance management efforts stem from resistance to change and lack of complete understanding of what is expected. Employee participation must be elicited whenever possible for performance improvement; as far as the inner working details of a specific job are concerned, there is no one who knows the job better than the person who does it everyday. For each task to be done, an employee needs to know what output is expected, how this output will be measured, and what standards are applied in assessing the output. Managing employee performance requires ongoing contact with each employee, regular feedback, and whatever coaching, counseling, and training are necessary to bring an employee back on track when a problem appears. Sustaining efficient and effective employee performance requires the manager's ongoing attention and involvement.

Administrative Personnel↗