الفهرس 
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Abstract
SUMMARY
Nurses form the largest human resource element of the health care systems
and hence have a major role in providing high quality care to patients.
Performance appraisal is a formal process in organizations that, based on
objective tasks with mental elements, compares performance and expected
performance. Fair appraisals can lead to increased motivation, job satisfaction,
and overall performance among nurses, which is vital for providing high-
quality patient care and retaining a skilled nursing workforce. Healthcare
organizations should prioritize the development and implementation of fair and
transparent performance appraisal processes to support their nursing staff and
achieve better outcomes. Motivation plays a very important role in any
organization that leads to an increase the productivity and performance of the
nurse.
AIM OF THE STUDY:
This study aims to determine the relationship between fairness of performance
appraisal and nurses’ work motivation at Kafr El- Dawar General Hospital.
Research design:
A descriptive, correlational research design was used to conduct this study.
Setting of the study:
This study was conducted in all inpatient units (medical and surgical) and
Intensive Care Units (ICU) at Kafr El-Dawar General hospital (N=22), which is
affiliated to Ministry of Health and Population. The hospital is the second largest
hospital at El-Beheira Governorate, with bed capacity (278). It is classified as
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follows : (1) medical units (n=7): medical, coronary, pediatrics, hematemesis,
obstetrics and gynecology, burn and urology units; (2)surgical units (n=6):
general surgery (A and B), orthopedics, ear, nose and throat, neuro-surgery and
vascular units; lastly, (3) ICUs (n=9): general, pediatrics, neonatal, neuro-
surgery, coronary care unit, dialysis, toxicology, eclampsia and burn ICU.
Subjects of the study:
All staff nurses, who were working in the previously mentioned settings
and who were available at the time of data collection, with at Least one year of
experience, were included in the study (N=280).
Tools of the study:
Tool (I): Perception of Fairness Performance Appraisal
Questionnaire (PFPA):
It was developed by Prather (17), in 2010, to assess nurse’s perception of
fairness of performance appraisal. It consists of 45 items classified into seven
dimensions, namely: (1) manager effectiveness (13-item); (2) perceived nurse-
manager relationship (7-item); (3) in-group/out-group status (4-item); (4)
frequency and quality of feedback given to nurses (8- item); (5) clear
expectations and goals (7-item); (6) fair pay and rewards (3-item); and finally,
(7) perception of fairness (3-item). Responses was measured on a 5-point Likert
scale ranging from (5) strongly agree to (1) strongly disagree.
Tool (II): Assessment of Motivational Level of the Nurse’s:
This tool was developed by Saunders et al. (143), to assess effect of motivation
factors. It consists of 23 items classified in two dimensions, namely: (1) extrinsic
motivation (12-item) and intrinsic motivation (11- item). Responses will be
measured on a 5-point Likert scale ranging from
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(1) strongly disagree to (5) strongly agree.
In addition, demographic data sheet was developed by the researcher, and
included the following items such as: age, working unit, gender, educational
qualification, years of nursing experience, years of unit experience and marital
status.
II. Methods
1. An official permission was obtained from the Dean Faculty of Nursing,
Damanhour University, and the responsible authorities of the study settings
after explanation of the purpose of the study.
2. The two tools were translated into Arabic and will be tested for its
content validity by five experts in the field of the study. Accordingly, the
necessary modification was done. (Jury committee).
3. The two tools was tested for its reliability, using Cronbach’s alpha
coefficient test performance appraisal questionnaire, α (=0.932) and
assessment of motivational level of the nurse’s, α (=0.881); which
indicating good reliability.
4. A pilot study for the questionnaires was carried out on (10%) of total
sample size staff nurses (n=28), who was not included in the study sample;
in order to check and to ensure the clarity and feasibility of the tool and to
identify obstacles and problems that encountered during data collection.
Then, any necessary modification was done.
5. Data was collected from the identified subjects, by the researcher through
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hand-delivered questionnaire after meeting with each staff nurse at their
study settings. Each nurse take (20) minutes to fill the tow tool. Data
collection took three months from the beginning of September, 2021 to the
end of December 2021.
6. Data obtained was analyzed using the appropriate statistical tests.
Ethical considerations:
- The research approval was obtained from the ethical committee at the Faculty
of Nursing - Damanhour University, prior to the start of the study.
- An informed written consent was obtained from the study subjects after
explanation of the aim of the study.
- Privacy and right to refuse to participate or withdraw from the study were
assured during the study.
- Confidentiality and anonymity regarding data collected were maintained.
RESULTS
1.
All
fairness
performance
appraisal
subscales,
namely:
manager
effectiveness, perceived nurse-manager relationship, in-group/out-group
status, frequency and quality of feedback given to nurses, clear expectations
and goals, fair pay and rewards and perception of fairness got moderate
score.
2.
Above two thirds of nurses had moderate score level of total fairness
performance appraisal.
3.
More than half of staff nurses got moderate score of total work motivation.
The highest dimensions were intrinsic motivation and extrinsic motivation
which got moderate score.
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4.
There was highly statistically significant relationship between all dimensions
of fairness performance appraisal and all dimensions of work motivation
5.
There was high significant relationship between all dimensions of fairness
performance appraisal and all dimensions of work motivation.
6.
There were highly statistically significant relationships between all
dimensions of work motivation.
7.
There were highly statistically significant relationships between total
fairness performance appraisal and age, working unit, educational
qualification years of nursing and unit experiences and marital status.
8.
There was highly statistically significant relationships between total fairness
performance appraisal and age, working unit, educational qualification years
of nursing and unit experiences and marital status.
9.
There was positive highly statistically significant correlation between total
staff nurses’ perceptions of total fairness performance appraisal and its entire
dimension and total work motivation and all its dimension, and their work
motivation.
10. It was found that approximately 0.98.8% of the explained variance of
intrinsic motivation and extrinsic motivation is related to nurses’ fairness
performance appraisal, where the model is significant. However, coefficients
table of regression analysis has displayed that only the variables of
Predictors (Constant) Intrinsic motivation, years of nursing experience, years
of unit experience, age (years), and extrinsic motivation.
CONCLUSION AND RECOMMENDATIONS CONCLUSION
The result of the present study concluded that there was highly statistically
significant positive correlation between total staff nurses’ perceptions of total
fairness performance appraisal and total work motivation working at Kafr-ElDawar
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General Hospital In addition to that, the majority of study subjects perceived
moderate mean percent scores for fairness performance appraisal and total work
motivation and all its dimensions.
Based on the findings of the present study, the following recommendations are
suggested:
The hospital administrators should:
1. Understand that performance appraisal systems with varied characteristics and
high-priced tags are not always effective certain features engineered together will
make an effective performance appraisal system.
2. Demonstrate effective performance appraisal systems are designed to be
economical and less time-consuming to get maximum benefits.
3. Apply systematic performance appraisal procedures and processes to assess and
evaluate individual nurses ‘performance and productivity.
4. Make strategic decisions, furnishes data according to the goal that serves the
purpose of performance appraisal and succession planning. Accurate data and
insights ensure a fair and transparent performance appraisal system that earns the
trust of nurses.
5. Motivate the nurses to work effectively by providing recognition and rewards
such as promotion, pay awards, bonuses, or delay of promotion, based on their
performance.
Head nurses should:
1. Place the right staff nurses for the right jobs, depending on skills.
2. Provide staff feedback and discuss about performance appraisal for them, identify
key issues and avoid surprises.
3. Encourage sharing knowledge and training programs
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4. Arrange between staff and immediate superior to exchange feedback, helps the
organization to learn about the problems and difficulties the staff facing and
discover suitable training needs.
5. Motivate the nurses satisfying the higher-level human needs and moral needs in
an integrated manner as participation in decision-making, which is an indicator to
distinctive democratic management, and through this participation, members in
the group can solve problems and perform activities related to decision-making in
the organization, and their participation directly affect the work field
Nurses should:
1. Participate in different organizational committees, to share in making decisions
and knowledge.
2. Follow up performance appraisal and know mistakes.
Further studies to be conducted:
-Investigate the effects of staff nurses’ perceptions of total fairness performance
appraisal and total work motivation.
-Investigate factors affecting total fairness performance appraisal.