Book contents
- Frontmatter
- Contents
- Contributors
- Foreword
- Preface
- Acknowledgements
- Section 1 Core knowledge
- Section 2 Core skills
- Section 3 Important bodies
- Section 4 Information, evidence and research
- Section 5 Money
- Section 6 NHS structures
- Section 7 Operations
- Section 8 Safety and quality
- Section 9 Staff issues
- Chapter 50 Managing staff
- Chapter 51 Employing new staff to the organization and starting work
- Chapter 52 Managing normal working
- Chapter 53 Job planning
- Chapter 54 Appraisals
- Chapter 55 Revalidation
- Chapter 56 Managing poor performance
- Chapter 57 Managing other problems
- Chapter 58 Measuring how well we manage staff
- Chapter 59 Managing stress
- Chapter 60 The sick doctor
- Index
Chapter 56 - Managing poor performance
Published online by Cambridge University Press: 05 March 2012
- Frontmatter
- Contents
- Contributors
- Foreword
- Preface
- Acknowledgements
- Section 1 Core knowledge
- Section 2 Core skills
- Section 3 Important bodies
- Section 4 Information, evidence and research
- Section 5 Money
- Section 6 NHS structures
- Section 7 Operations
- Section 8 Safety and quality
- Section 9 Staff issues
- Chapter 50 Managing staff
- Chapter 51 Employing new staff to the organization and starting work
- Chapter 52 Managing normal working
- Chapter 53 Job planning
- Chapter 54 Appraisals
- Chapter 55 Revalidation
- Chapter 56 Managing poor performance
- Chapter 57 Managing other problems
- Chapter 58 Measuring how well we manage staff
- Chapter 59 Managing stress
- Chapter 60 The sick doctor
- Index
Summary
Staff need continual feedback on what they are doing well and how they can perform better. This is normal management. When particular poor performance occurs, specific or formal approaches are required.
Managing poor performance caused by conduct and capability
Conduct issues for doctors range from unacceptable behaviour such as rudeness, to threatening behaviour, to stealing, to criminal offences. Capability refers to evidence that the individual is not capable of delivering the safe, high quality care that is expected. An individual may fail in both areas and issues may overlap, leading to the phrase ‘doctor in difficulty’.
- Type
- Chapter
- Information
- Management Essentials for Doctors , pp. 177 - 179Publisher: Cambridge University PressPrint publication year: 2011