- A clear path to peak performance. Egan, Gerard // People Management;05/18/95, Vol. 1 Issue 10, p34
Suggests ways to remedy the flaws of performance management systems. Elements that make up a comprehensive performance management and appraisal system; Performance management as a control system; How human resources professionals can contribute a great deal to the entire process.
- Build a Performance System--Not a Training System! Solomon, Gerald; Bouloutian, Ara // Training & Development Journal;Sep82, Vol. 36 Issue 9, p32
Explains how to construct an effective performance management system based on the Six-Cell Performance Engineering Model. Things that must be in place to attain a desired level of performance; Examples of tools that management can provide to maximize performance; Things that a performer must...
- Guiding Job Performance With Job Aids. Bullock, Donald H. // Training & Development Journal;Sep82, Vol. 36 Issue 9, p38
Explains the value of guiding job performance with job aids. Examples of the variety of job aids that guide people's everyday lives; Conditions that rule against guidance for ensuring adequate job performance; Design and development of job aids; Design of the format of job aids.
- PERSONAL EVALUATION--A PROPOSAL FOR EMPLOYMENT STANDARDS. Liberman, Aaron; Amidon, Roger L.; Retish, Paul M.; Arbeit, Byron; Williams, Eugene // Public Personnel Management;Jul/Aug75, Vol. 4 Issue 4, p248
Proposes a personal evaluation for employment standards. Importance of the need for a comprehensive and continuously monitored performance evaluation program to personnel management; Conditions of evaluation techniques in assessing employee performance; Guidelines for the implementation of an...
- Personnel Management: The Starting Place. Staats, Elmer B. // Public Personnel Management;Nov/Dec76, Vol. 5 Issue 6, p434
Focuses on the effect of personnel management on job performance. Identification of advantages of an employment program; Ability of the government to implement revised workweek concepts; Effort to measure and improve productivity in the federal government.
- Performance Appraisal: Some Dynamics and Dilemmas. Finn, R.H.; Fontaine, P.A. // Public Personnel Management;Fall84, Vol. 13 Issue 3, p335
Examines the performance standards in both the private and the public sectors in the U.S. Utilization of customary performance appraisal; Failure of performance appraisal programs to produce the expected benefits of enhancing work effectiveness; Documentation of employee work performance.
- Personnel Research Perspectives on Human Resource Management and Development. Roback, Thomas H. // Public Personnel Management;Summer89, Vol. 18 Issue 2, p138
Addresses the state of research contributions in human resource management and development. Emphasis on public personnel perspectives; Establishment of research agenda for personnel management; Concern on the workforce performance in human resource development.
- How performance management hurts quality. Hauck, Wally // Westchester County Business Journal;3/10/2003, Vol. 42 Issue 10, p38
States that performance management practices in organizations reduce trust, increase job dissatisfaction, reduce productivity and hurt quality. Negative impact of performance management on trust, internal relationships and corporate culture.
- PMI's rebuttal: Criticism is narrowly focused. Canner, David // Westchester County Business Journal;3/10/2003, Vol. 42 Issue 10, p38
Argues against Wally Hauck's criticisms of performance management practices in organizations. Author's claim that Hauck has a narrow definition of performance management; Effectiveness of performance management principles.