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Confronting Employees
Author(s) -
Davidhizar Ruth E.
Publication year - 1988
Publication title -
aorn journal
Language(s) - Uncategorized
Resource type - Journals
SCImago Journal Rank - 0.222
H-Index - 43
eISSN - 1878-0369
pISSN - 0001-2092
DOI - 10.1016/s0001-2092(07)68848-6
Subject(s) - empathy , criticism , psychology , business , work (physics) , employee morale , public relations , social psychology , political science , mechanical engineering , law , engineering
Nurse managers who confront employees in an appropriate manner leave no doubt about their expectations. They demand excellent and consistent performance and do not settle for less. A manager who uses confrontation shows that he or she cares enough about the employee to challenge poor performance. When the manager confronts an employee about his or her performance, the manager is sending a message to all employees that mediocre work is not acceptable. The method of confrontation used by the manager ultimately determines how the criticism is received and how effective it is. The manager's attitude toward the employee and his or her ability to verbalize expected outcomes significantly influences how confrontation is accepted. Managers who are derogatory, angry, or arrogant find that confrontation is ineffective in motivating their staff to improve. Managers who show respect, empathy, and support toward their employees and establish firm expectations find confrontation to be a useful tool in staff motivation.