How do you know if your work teams work?
- Part-Time Employment for the Older Worker. Stanton, Jeannette E. // Journal of Applied Psychology;Dec51, Vol. 35 Issue 6, p418
The article presents a study on the employment of older people in the U.S. As labor shortage continues to increase, many U.S. businesses are thinking about the possibility of hiring older people to improve their manpower. The researcher used the personnel records of the extra employees of a...
- PREDICTING SUCCESS OF TOOL AND DIE MAKERS: A PILOT STUDY. Bernstein, Donald S.; Wagner, Sheldon R. // Industrial Management;Aug74, Vol. 16 Issue 8, p9
Evaluates job performance using objective aptitude and achievement test in the U.S. Concerns over ethnic heterogeneity in labor force; Standard procedures considered in selecting competent employees; Validity of battery test in predicting success in job.
- The benefits of an outsider's opinion. Howell, Kate; Cameron, Esther // People Management;08/08/96, Vol. 2 Issue 16, p28
Describes the innovative solution to beat the problem on the appraisal system when it has become a lifeless ritual, avoided by managers and disregarded by staff. Reasons why managers failed to carry out appraisal systems; Benefits of the system. INSET: Interview record..
- Employee evaluation balancing act: Avoid these 6 pitfalls. Perry, Philip M. // Materials Management in Health Care;Mar96, Vol. 5 Issue 3, p40
Discusses ways of avoiding common and costly pitfalls in employee evaluation. Avoiding use of personal opinions as basis of evaluation; Identification of causes of poor performance; Setting performance goals; Establishing tactics to reach goals. INSET: Don't let mixed signals to workers trip...
- First-rate multirater feedback. Church, Allan H. // Training & Development;Aug95, Vol. 49 Issue 8, p42
Presents a preparatory method for companies incorporating developmental feedback system as a tool for managing and rewarding performance. Protecting respondents' confidentiality; Choosing assessment instruments; Integrating feedback into performance-improvement plans.
- Developing job specific appraisal factors in large organizations. Solomon, Robert J. // Public Personnel Management;Spring90, Vol. 19 Issue 1, p11
Discusses a method for identifying job specific performance appraisal factors in large organizations across a wide-range of jobs. Range of jobs covered in the study; Development of a duty oriented questionnaire; Evaluation of factor assignment reliability; Validity of factors; Evaluation of cost.
- More employers plan to use 360-degree evaluations. Leonard, Bill // HR Magazine;Feb1997, Vol. 42 Issue 2, p10
Anticipates that by the end of 1997, nearly 40 percent of employers will use 360-degree feedback to evaluate employee performance, according to a study by the consulting firm of William M. Mercer Incorporated. Information on the method; Percentage of the surveyed employers who are already using...
- Preparing managers for performance appraisal. Zimmerer, Thomas W. // Advanced Management Journal (03621863);Summer74, Vol. 39 Issue 3, p36
Deals with employee appraisal programs. Steps in evaluating employee appraisal programs; Weaknesses in employee appraisal programs; Steps for the implementation of an effective appraisal system.
- `Where's my raise?'. Lindo, David K. // Supervision;Apr99, Vol. 60 Issue 4, p6
Discusses the importance of a standard performance appraisal process for supervisors. Benefits of organizing and maintaining an evaluation system; Basic concepts of performance appraisal; Coaching opportunities; Advantages of documenting the rating system; Suggestions to consider when...