1. Development and performance feedback Emergency medical technicians (EMT) not only need medical skills, they also have to work in high-stress situations. Which training method would be best for training EMTs how to communicate effectively with patients and colleagues during emergencies? Tests Webinar Assigned reading Role-playing Case Study Performance Reviews by the Numbers When Maria Giraldo began her job as a nurse at Long Island Jewish Medical Center (L.IJ.M.C.) nearly 12 years ago, performance reviews were conducted using a 10 page paper form that asked managers to score her on qualities like "leadership or respectfulness." *They were very subjective," says Ms. Giraldo, who is now a nurse manager in the intensive care unit at L..J.M.C. She was often graded on intangibles like how wel she worked with others, which Ms. Giraldo says were important but open to interpretation, But three years ago her hospital implemented a new computer-based performance system that broke her job description down into quantifiable goals such as to keep infection rates for her unit low and patient-satisfaction scores high. When review time came, the discussion didn't dwell on how she had performed either she had hit the goals or she hadn't. It's the same sort of hard-facts review system that many organizations in the U.S. are adopting. And it's changing the way companies and professionals view success and how to get ahead in a career. Knocked around by the recession, U.S. businesses are trying to overhaul evaluations in a way that better separates top performers from underachievers. According to Hewitt Associates, 10% of managers and 11% of other employees are now Judged based solely on the results they achieve, as opposed to a combination of hard figures and softer behavioral characteristics, such as demonstrating corporate values or showing leadership, up from 7% and 8%, respectively, five years agoNearly a third of professionals at an executive level are evaluated based solely on results, up from a little more than a fifth in 2005 The new performance management system at the Long Island Jewish Medical Center (LIJ.M.C.) was specifically designed to address which of the following problems with traditional performance reviews ? Managers cannot complete traditional performance reviews on time. Traditional performance reviews are unfair to minorities. O Performance reviews do not take into account special circumstances. Traditional performance reviews lead to "grade inflation." Which of the following problems might occur with the new performance appraisal system at L.I.J.M.C.? Check all that apply. The new standards are more subjective and less quantifiable than the old standards. Patients who feel they received very good or very poor care are more likely to complete surveys than other patients, Objective ratings, such as infection rates, might be influenced by something outside of the staff's control Patient satisfaction ratings might be influenced by something that is not related to a particular employee. Errors, such as halo error and recency error, are goals they achieve. likely to occur when managers evaluate employees according to the specific, measurable less The Behaviorally Anchored Rating Scale (BARS) more pnce appraisal system tries to improve performance ratings by forcing managers to: O Include information from a wide variety of sources in their reviews Compare employees O Rate employees according to their actions, not their traits O Rate employees using intuition