Abstract
Performance improvement of chief nurse executives (CNEs) is an integral part of a healthcare organization's program of continuous improvement. However, the process of evaluating CNEs is an increasingly complex and costly one. This is, in part, because the formal evaluation process for a CNE of a stand-alone hospital building is considerably different from that of a CNE in an integrated health-care system of hundreds or several thousand nursing personnel. Reflecting on staff's perceptions of the CNE evaluation process in a large system, the author highlights major concerns related to issues of trust, their careers, the organization, their patients, and themselves.
MeSH terms
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Adult
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Attitude of Health Personnel*
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Chief Executive Officers, Hospital* / organization & administration
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Chief Executive Officers, Hospital* / psychology
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Communication
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Confidentiality
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Cost-Benefit Analysis
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Decision Making, Organizational
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Employee Performance Appraisal / organization & administration*
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Feedback
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Humans
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Interprofessional Relations
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Middle Aged
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Midwestern United States
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Nurse Administrators* / organization & administration
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Nurse Administrators* / psychology
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Nurse's Role
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Nursing Administration Research
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Nursing Methodology Research
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Nursing Staff, Hospital / organization & administration
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Nursing Staff, Hospital / psychology*
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Professional Competence / standards*
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Surveys and Questionnaires