Measure for Measure
- THE CASE FOR NON-ANALYTIC PERFORMANCE APPRAISAL. Feldman, Jack // Human Resource Management Review;Spring92, Vol. 2 Issue 1, p9
Discusses the non-analytic framework for the construction of performance appraisal systems. Argument that the analytic model is inapplicable to most jobs and fails to recognize its dependence on human value systems; Proposal of a system based on explicit consideration of organizational value...
- AN 'ANALYTIC' FRAMEWORK FOR CUSTOMER-BASED PERFORMANCE CONTENT DEVELOPMENT AND APPRAISAL. Bernardin, H. John // Human Resource Management Review;Spring92, Vol. 2 Issue 1, p81
Presents an analytic framework in the context of business-related trends which have an impact on performance appraisal systems and their ultimate effectiveness. Key areas for improvement in appraisal; Model of customer-based criterion which focuses on differentiated criteria; Use of internal...
- THE ANALYTIC FRAMEWORK: THE MOST PROMISING APPROACH FOR THE ADVANCEMENT OF PERFORMANCE APPRAISAL. Kane, Jeffrey S.; Kane, Kimberly F. // Human Resource Management Review;Spring92, Vol. 2 Issue 1, p37
Proposes a set of standards to which appraisal methods and their use should adhere. Consideration of Feldman's (1992) arguments for the preferability of the nonanalytic framework for appraisal; Description of the Performance Review and Information Standardizing Method (PRISM); Rationale for the...
- WHY ANALYTIC APPROACHES TO PERFORMANCE APPRAISAL CANNOT WORK. DeNisi, Angelo S. // Human Resource Management Review;Spring92, Vol. 2 Issue 1, p71
Discusses the merits of the analytic and non-analytic approaches to performance appraisal. Ways in which assumptions about human information processing capacity made by the intuitive framework will improve the appraisal process; Assumptions about rater acquisition and processing information;...
- How the Bell Curve Cheats You. Schrage, Michael // Fortune;2/21/2000, Vol. 141 Issue 4, p296
Offers the author's thoughts on how many businesses grade their employees on strict bell curves that are inaccurate. Opinion that the underlying bell curve logic is harsh; How it becomes more difficult for management to honestly distinguish one excellent performer from the next.
- Engagement: Beware of the squeezed middle. // Works Management;Nov2013, Vol. 66 Issue 10, p16
The article focuses on the management of employees in a Great Britain company and emphasize on the strategy to manage the disengaged ones to increase the number of quality performers.
- Keeping Employees on Track. Cruz, Kelli // Financial-planning.com;1/4/2016, p1
Creating a performance management process will help firms get the most from staff members.
- A CUSTOMER BASED MODEL FOR DEVELOPING JOB PERFORMANCE CRITERIA. Villanova, Peter // Human Resource Management Review;Spring92, Vol. 2 Issue 1, p103
Proposes a customer-based model of criterion development in the context of job performance. Argument that criteria occupy a special status with respect to performance; Method to disaggregate customer preferences or values and performance on job functions.
- A System for Measuring Office Work Performance. Olm, Kenneth W. // California Management Review;Winter60, Vol. 2 Issue 2, p80
The article presents a system for evaluating office work performance. The growth of modern enterprise has created the need for control processes to evaluate work performance in order to achieve expected levels of efficiency. The three essential steps of control processes are discussed, including...