Unit 5 K7 Health And Social Care

K7.1 The standards of care are set out by the Quality Care Commission to enable the safety and care of all people who receive care. Legislation must be followed at all times to ensure your service operates in a legal and safe manner. Failure to comply with legislation can result in an unsafe environment that has a negative effect on the well-being of service users, staff and other stakeholders, therefore there must be systems in place to ensure compliance. Important legislations that relate to the care sector are the Health and Safety at Work Act 1974, Health and Social Care Act 2008, the Equality Act 2010, the Care Act 2014, the Safeguarding of Vulnerables Act 2006, Mental Capacity Act 2005, Mental Health Act 1983 and Liability Protection
If the goals can’t be achieved, they are improved or modified to make realistic results in the achievement of the performance management system aims. Expectancy theory – proposed by Victor Vroom in 1964 based on the hypothesis that employees adjust their behaviour to anticipated satisfaction and the values of the goals set. The individual will modify their behaviour to allow them to achieve their goals. Performance is influenced by expectations. Performance management model PCER- This creates an ongoing dialogue between managers and employees. PCER plans, coaches, evaluates and rewards this model that supports organizational effectiveness. Performance planning, coaching for successful completion or plan, evaluate and then reward. Plan-Manager reviews employee position restrictions, communication, competencies, create goals and agree with employee for mutual understanding of performance and behavioral expectations. Coach-Managers provide coaching and feedback to help employees meet their goals, this is recorded and documented. Managers and employees can track performance and review when necessary. Evaluate – Use multiple resources to evaluate. This can consist of self-evaluation, performance notes, and feedback to assess an employee’s performance. The manager will discuss their findings with the employee to discuss performance evaluation, give ratings and give feedback about strengths and areas of improvement. Reward-The manager recognizes and rewards performance. Models-appraisals- Lebas 1995 performance is understanding a particular action to complete set goals taking into account time, the employee's abilities and the situation these results are then measured against set standards. Brumbrach 1988 model- Performance is a mixture of behaviours and results behaviours emanate from the employer and transforms