Journal of Business Ethics

, Volume 117, Issue 3, pp 667–678

Clinical Governance, Performance Appraisal and Interactional and Procedural Fairness at a New Zealand Public Hospital

Authors

  • Carol Clarke
    • University of Waikato
    • Department of Strategy & Human Resource ManagementWaikato Management School, University of Waikato
  • Matthew Flynn
    • Department of Human Resource ManagementMiddlesex Business School, Middlesex University
Article

DOI: 10.1007/s10551-012-1550-9

Cite this article as:
Clarke, C., Harcourt, M. & Flynn, M. J Bus Ethics (2013) 117: 667. doi:10.1007/s10551-012-1550-9

Abstract

This paper explores the conduct of performance appraisals of nurses in a New Zealand hospital, and how fairness is perceived in such appraisals. In the health sector, performance appraisals of medical staff play a key role in implementing clinical governance, which, in turn, is critical to containing health care costs and ensuring quality patient care. Effective appraisals depend on employees perceiving their own appraisals to be fair both in terms of procedure and interaction with their respective appraiser. We examine qualitative data from interviews and focus groups, involving 22 nurses in a single department, to determine whether perceived injustices impact on the effective implementation of the appraisal system. Our results suggest that particular issues had been causing some sense of injustice, and most of these were procedural. Potential solutions focus on greater formalisation of the performance appraisal process, and more training for appraisers and appraisees.

Keywords

Clinical governance Performance appraisal Interactional justice Procedural justice

Copyright information

© Springer Science+Business Media Dordrecht 2013