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Staff performance: do attitudinal "effectiveness profiles" really assess it?

K L Engel, G L Paul

    The Journal of Nervous and Mental Disease
    |August 1, 1981
    PubMed
    Summary
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    Staff with "Opinions About Mental Illness" (OMI)-effective profiles engaged in more overall activity and resident interactions. However, the OMI did not predict the quality of these interactions, questioning its use as a sole measure of staff effectiveness.

    Area of Science:

    • Psychology
    • Psychiatric Nursing
    • Healthcare Management

    Background:

    • The Opinions About Mental Illness (OMI) scale is theorized to reflect staff effectiveness in mental health settings.
    • Previous research suggests a correlation between OMI profiles and staff performance evaluations.
    • However, direct empirical evidence linking OMI scores to observable staff performance remains limited.

    Purpose of the Study:

    • To investigate performance differences between mental hospital staff with contrasting OMI profiles.
    • To determine if OMI scores can serve as a valid measure of staff effectiveness in direct patient care.
    • To assess the relationship between OMI profiles and the quality of staff-resident interactions.

    Main Methods:

    • Two groups of mental hospital staff (N=40 each) were selected based on extreme OMI profiles ('effective' vs. 'ineffective').

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  • Groups were matched on demographic, experiential, and program characteristics.
  • Direct hourly observations using the Staff-Resident Interaction Chronograph assessed on-the-floor performance over one week per program.

    • Main Results:

    • The OMI-effective group exhibited significantly higher overall activity levels and greater frequency of interaction with residents compared to the OMI-ineffective group.
    • No significant differences were found in the specific nature and pattern of staff-resident interactions between the groups when controlling for overall interaction rates.
    • These findings suggest OMI scores may reflect general activity levels but not necessarily the quality of patient care.

    Conclusions:

    • The OMI appears to be a descriptor of staff activity levels rather than a direct measure of staff effectiveness in improving resident functioning.
    • The OMI's inability to differentiate the quality of staff-resident interactions limits its utility as a sole indicator of performance.
    • Direct assessment of actual staff performance remains crucial for evaluating effectiveness in mental health settings.