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	Performance Appraisals: Taking It to the Next Level! CPA Practice Management Forum, Vol. 2 (2006), pp. 13-23. by Sandra L. Wiley posted to performance-management employees-rating job-evaluation performance-appraisal personnel-management by cogs on 2009-06-09 03:11:34 Abstract Notes Copy My Attachments My Copy Abstract The article focuses on the benefits of a performance appraisal system to the accounting firm. Performance appraisal system is necessary to avoid legal actions from employees who were terminated because of their poor performance. Also using a performance appraisal system can help the supervisor pinpoint the strongest and weakest employees.; The article focuses on the benefits of a performance appraisal system to the accounting firm. Performance appraisal system is necessary to avoid legal actions from employees who were terminated because of ... Note (first note only) 6; M3: Article; Wiley, Sandra L. 1; Email Address: sandra@boomer.com; Affiliations: 1: COO and Senior Consultant, Boomer Consulting/Manhattan, Kan.; Issue Info: 2006, Vol. 2 Issue 6, p13; Thesaurus Term: ACCOUNTING firms; Thesaurus Term: EMPLOYEES -- Rating of; Thesaurus Term: JOB evaluation; Thesaurus Term: PERFORMANCE standards; Thesaurus Term: PERSONNEL management; Thesaurus Term: PERFORMANCE -- Management; NAICS/Industry Codes: 541211 Offices of Certified Public Accountants; NAICS/Industry Codes: 541612 Human Resources and Executive Search Consulting Services; NAICS/Industry Codes: 923130 Administration of Human Resource Programs (except
	A Review, an Integration, and a Critique of Cross-Disciplinary Research on Performance Appraisals, Evaluations, and Feedback: 1980-1990 Journal of Business Communication, Vol. 32 (1995), pp. 267-293. by Deloris M. Wanguri posted to employees-rating job-evaluation job-performance job-satisfaction performance performance-appraisal personnel-management by cogs on 2009-06-09 03:11:34 Abstract Notes Copy My Attachments My Copy Abstract Reviews and integrates empirical studies on performance appraisals, published between 1980 and 1990 in business, communication and psychology journals. Results on instruments used to evaluate employees, training of raters, effectiveness of multiple raters, interrater agreement between peer and supervisory ratings, and correlation of performance feedback with ratee job satisfaction; Recommendations for future research that are human-resource and political-symbolic oriented.; Reviews and integrates empirical studies on performance appraisals, published between 1980 and 1990 in business, communication and psychology journals. Results on instruments ... Note (first note only) 3; M3: Article; Wanguri, Deloris McGee; Issue Info: Jul95, Vol. 32 Issue 3, p267; Thesaurus Term: BUSINESS communication; Thesaurus Term: EMPLOYEES -- Attitudes; Thesaurus Term: EMPLOYEES -- Rating of; Thesaurus Term: EXECUTIVES -- Rating of; Thesaurus Term: JOB evaluation; Thesaurus Term: JOB satisfaction; Thesaurus Term: PERSONNEL management; Thesaurus Term: QUALITY of work life; Thesaurus Term: SUPERVISORS -- Employee rating of; Thesaurus Term: WORK environment; Thesaurus Term: JOB performance; Thesaurus Term: TASK performance; Subject Term: PERFORMANCE; Subject Term: SELF-evaluation; NAICS/Industry Codes: 541612
	Performance Evaluation Workshop for In-Service Managers. Introductory Module and Module 1: Introductory Manual. The Urban Management Development Project, Package XIV (1980) by M. P. Scontrino, National Training, Development, Dc posted to adult-education feedback higher-education job-performance management-development performance-appraisal personnel-evaluation personnel-management staff-development visual-aids by cogs on 2009-06-09 03:11:33 Abstract Notes Copy My Attachments My Copy Abstract This is the first module in a four-module training package for use in inservice seminars or workshops on performance appraisal and employee development. It also contains an introductory manual with general information pertaining to all four modules in addition to specific outlines and objectives for each of the modules. Module 1 overviews the performance evaluation process, including the what, who, how, and when of performance evaluation. It presents performance evaluation as an employee feedback and development tool. A general model is ... Note (first note only) Notes: Some pages will not reproduce well due to light print. For related documents see CE 025 533-535.; Sponsoring Agency: Department of Housing and Urban Development, Washington, DC. Office of Policy Development and Research.; Language: English; Journal Code: RIEJUN1981; Level of Availability: Available online from January 1993 onward; otherwise produced only in microfiche; Publication Type: Guides - Classroom - Learner; Publication Type: Guides - Classroom - Teacher; Publication Type: Tests/Questionnaires; Entry Date: 1981
	Performance Evaluation Workshop for In-Service Managers. Module 3: Formulating Objectives and Avoiding Errors. The Urban Management Curriculum Development Project, Package XIV (1980) by M. P. Scontrino, National Training, Development, Dc posted to measurament-errors adult-education higher-education job-performance management-development performance-appraisal personnel-evaluation personnel-management planning staff-development visual-aids by cogs on 2009-06-09 03:11:33 Abstract Notes Copy My Attachments My Copy Abstract This is the third module in a four-module training package for use in inservice seminars or workshops on performance appraisal and employee development. Module 3 focuses on the actual performance review process. The first part outlines requirements for constructing objective, workable employee development plans, in particular factors resulting in high quality performance objectives. The second part addresses rater errors (predispositions and tendencies in raters leading to biased/inaccurate performance ratings), such as halo, horns, central tendency, positive leniency, negative leniency, contrast, similar ... Note (first note only) Notes: Some pages will not reproduce well due to light print. For related documents see CE 025 532-535.; Sponsoring Agency: Department of Housing and Urban Development, Washington, DC. Office of Policy Development and Research.; Language: English; Journal Code: RIEJUN1981; Level of Availability: Available online from January 1993 onward; otherwise produced only in microfiche; Publication Type: Guides - Classroom - Learner; Publication Type: Guides - Classroom - Teacher; Publication Type: Tests/Questionnaires; Entry Date: 1981
	The Impact of Raters' Cognition on Judgment Accuracy: an Extension to the Job Analysis Domain Journal of Business & Psychology, Vol. 9, pp. 47-57. by Juan I. Sanchez, Edward L. Levine posted to decision-making job-evaluation performance-appraisal personnel-management by cogs on 2009-06-09 03:11:33 Abstract Notes Copy My Attachments My Copy Abstract Eighty-six incumbents of three different jobs produced job-analytic ratings using either a decomposed (task-based) or a holistic (job-based) rating strategy. Approximately half of them received rater training in making inferential decisions. When tasks were less complex than the job as a whole, rating decomposition generally had positive effects on ratings' quality. Similarly, when the number of tasks rated was low to moderate, rater training was effective. A contingency approach, where limitations concerning the use of rating decomposition and inferential training were ... Note (first note only) J1: Journal of Business & Psychology; 1; M3: Article; Sanchez, Juan I. 1 Levine, Edward L. 1; Affiliations: 1: Department of Psychology, Florida International University, University Park, Miami, FL.; Source Information: Fall94, Vol. 9 Issue 1, p47; Subject Term: CHOICE (Psychology); Subject Term: COGNITION; Subject Term: DECISION making; Subject Term: EMPLOYEES -- Training of; Subject Term: JOB evaluation; Subject Term: PERSONNEL management; NAICS/Industry Codes: 611430 Professional and Management Development Training NAICS/Industry Codes: 541612 Human Resources and Executive Search Consulting Services NAICS/Industry
	Employee Performance Appraisal System Participation: A Technique that Works Public Personnel Management, Vol. 32 by Gary E. Roberts posted to employees-rating job-evaluation performance-appraisal personnel-management by cogs on 2009-06-09 03:11:33 Abstract Notes Copy My Attachments My Copy Abstract Performance appraisal is one of the most complex and controversial human resource techniques. Participatory performance appraisal is an essential and proven attribute of an effective performance appraisal system. This article summarizes the conceptual foundation for participation including its intrinsic motivational value, the expansion of available information, and the opportunity to interject employee voice. The moderating role of goal setting and feedback In enhancing participation effectiveness is outlined. The article concludes with factors that attenuate the effectiveness of participation including lack of ... Note (first note only) 1; M3: Article; Roberts, Gary E.; Issue Info: Spring2003, Vol. 32 Issue 1, p89; Thesaurus Term: EMPLOYEES -- Rating of; Thesaurus Term: JOB evaluation; Thesaurus Term: PERSONNEL management; NAICS/Industry Codes: 541612 Human Resources and Executive Search Consulting Services; NAICS/Industry Codes: 923130 Administration of Human Resource Programs (except Education, Public Health, and Veterans' Affairs Programs); Number of Pages: 10p; Document Type: Article; Full Text Word Count: 3831
	Rating Teaching in the USA: Probing the Qualifications of Student Raters and Novice Teachers Assessment & Evaluation in Higher Education, Vol. 21 (1996) by John F. Newport posted to college-students higher-education performance-appraisal personnel-management by cogs on 2009-06-09 03:11:32 Abstract Notes Copy My Attachments My Copy Abstract In the United States, college students' ratings of instructors are routinely used to make personnel decisions. However, closer examination of the qualifications of amateur student raters and novice public school teachers who have received training that should enable them to be good raters suggests that neither group is qualified to give reliable ratings on high-inference questionnaire items. (Author/MSE) ... Note (first note only) 1; Language: English; Journal Code: CIJJUL1996; Publication Type: Reports - Evaluative; Publication Type: Journal Articles; Entry Date: 1996
	Attributional Changes in Occupational Perceptions, 1974-1982 Academy of Management Proceedings (1984), pp. 363-367. by Dorothy P. Moore, Philip F. Rust posted to career-development performance-appraisal personnel-management by cogs on 2009-06-09 03:11:32 Abstract Notes Copy My Attachments My Copy Abstract This study suggests that professional-managerial, semi-professional, and skilled occupations are perceived as more androgynous in 1982 than in 1974. Raters perceive more occupations as suitable for either sex irrespective of the sex of current job holders. These changes in perception have an impact on human resource decisions in selection, role assimilation and career development. ABSTRACT FROM AUTHOR Copyright of Academy of Management Proceedings is the property of Academy of Management and its content may not be copied or emailed to multiple ... Note (first note only) M3: Article; Moore, Dorothy Perrin 1; Rust, Philip F. 2; Affiliations: 1: The Citadel Development Foundation; 2: Medical University of South Carolina; Issue Info: 1984, p363; Thesaurus Term: CAREER development; Thesaurus Term: EMPLOYEES; Thesaurus Term: HUMAN capital; Thesaurus Term: OCCUPATIONS; Thesaurus Term: PERSONNEL management; NAICS/Industry Codes: 611430 Professional and Management Development Training; NAICS/Industry Codes: 624310 Vocational Rehabilitation Services; NAICS/Industry Codes: 541612 Human Resources and Executive Search Consulting Services; NAICS/Industry Codes: 923130 Administration of Human Resource Programs (except Education, Public Health, and
	Training the Raters: A Key to Effective Performance Appraisal Public Personnel Management, Vol. 15 by David C. Martin, Kathryn M. Bartol posted to employees-rating performance-appraisal personnel-management by cogs on 2009-06-09 03:11:32 Abstract Notes Copy My Attachments My Copy Abstract Although appropriate rater behaviors are critical to the success of any performance appraisal system, frequently receive little or no training regarding how to carry out their role successfully. This article outlines the major elements which should be included in an effective rater training program. Suggested training approaches and the need for refresher training also are discussed. ABSTRACT FROM AUTHOR Copyright of Public Personnel Management is the property of International Public Management Association for Human Resources and its content may not be ... Note (first note only) 2; M3: Article; Martin, David C.; Bartol, Kathryn M.; Issue Info: Summer86, Vol. 15 Issue 2, p101; Thesaurus Term: EMPLOYEES -- Rating of; Thesaurus Term: PERSONNEL management; NAICS/Industry Codes: 541612 Human Resources and Executive Search Consulting Services; NAICS/Industry Codes: 923130 Administration of Human Resource Programs (except Education, Public Health, and Veterans' Affairs Programs); Number of Pages: 9p; Document Type: Article
	Performance Management and Assessment: Methods for Improved Rater Accuracy and Employee Goal Setting Human resource management, Vol. 43, pp. 319-336. by Manuel London, Edward M. Mone, John C. Scott posted to performance-management employees-rating goal-setting performance-appraisal personnel-management by cogs on 2009-06-09 03:11:32 Abstract Notes Copy My Attachments My Copy Abstract This article examines the methods for improved rater accuracy and employee goal setting. Performance management systems in organizations should rest on principles of good management supported by extensive research in organizational psychology and human resource management and rater accuracy and goal setting are two key elements of performance management. One way to help raters make correct behavioral observations and increase their rating accuracy is called frame-of-reference (FOR). FOR training, which provides rater examples of good, average, and poor perfomance for each ... Note (first note only) 4; M3: Article; London, Manuel; Mone, Edward M.; Scott, John C.; Issue Info: Winter2004, Vol. 43 Issue 4, p319; Thesaurus Term: EMPLOYEES -- Rating of; Thesaurus Term: GOAL setting in personnel management; Thesaurus Term: PERSONNEL management; Thesaurus Term: PERFORMANCE -- Management; NAICS/Industry Codes: 541612 Human Resources and Executive Search Consulting Services; NAICS/Industry Codes: 923130 Administration of Human Resource Programs (except Education, Public Health, and Veterans' Affairs Programs); Number of Pages: 18p; Document Type: Article
	Importance of Participative Goal Setting and Anticipated Rewards on Goal Difficulty and Job Performance Journal of Applied Psychology, Vol. 63 (1978), pp. 163-171. by Gary P. Latham, Terence R. Mitchell posted to employees-rating goal-setting job-performance performance-appraisal personnel-management by cogs on 2009-06-09 03:11:32 Abstract Notes Copy My Attachments My Copy Abstract Engineers/scientists (n = 76) either participated in the setting of, or were assigned, specific behavioral goals during their performance appraisal. Participative goal setting resulted in more difficult goals being set than was the case when the goals were assigned. Perceptions of goal difficulty, however, were not significantly different in the two goal-setting conditions. The analysis of the performance data collected 6 months later (n = 132) revealed main effects for both goal setting and anticipated rewards. Only participative goal setting led ... Note (first note only) 2; M3: Article; Latham, Gary P. 1; Mitchell, Terence R. 2; Affiliations: 1: University of Washington; 2: Weyerhaeuser Company Tacoma, Washington; Issue Info: Apr78, Vol. 63 Issue 2, p163; Thesaurus Term: EMPLOYEES -- Rating of; Thesaurus Term: GOAL setting in personnel management; Thesaurus Term: PERFORMANCE standards; Thesaurus Term: PERSONNEL management; Thesaurus Term: SUPERVISION of employees; Thesaurus Term: JOB performance; Thesaurus Term: TASK performance; Subject Term: GOAL (Psychology); NAICS/Industry Codes: 541612 Human Resources and Executive Search Consulting Services; NAICS/Industry Codes: 923130 Administration
	HR Solutions HRMagazine, Vol. 51 (2006), pp. 45-46. by Saundra Jackson, Amy Maingault, Naomi Cossack posted to employees-rating performance-appraisal personnel-management by cogs on 2009-06-09 03:11:31 Abstract Notes Copy My Attachments My Copy Abstract The article presents questions and answers related to human resources management. A reader asks about techniques in writing performance appraisals. Another reader questions child care arrangements provided by a company. Finally, another reader asks about the issues involved in providing employee handbooks in an electronic format.; The article presents questions and answers related to human resources management. A reader asks about techniques in writing performance appraisals. Another reader questions child care arrangements provided by a company. Finally, another reader asks about ... Note (first note only) 4; M3: Article; Jackson, Saundra; Maingault, Amy; Cossack, Naomi; Issue Info: Apr2006, Vol. 51 Issue 4, p45; Thesaurus Term: EMPLOYEES -- Rating of; Thesaurus Term: PERFORMANCE standards; Thesaurus Term: PERSONNEL management; Subject Term: CHILD care; Subject Term: QUESTIONS & answers; Subject Term: ELECTRONIC information resources; NAICS/Industry Codes: 541612 Human Resources and Executive Search Consulting Services; NAICS/Industry Codes: 923130 Administration of Human Resource Programs (except Education, Public Health, and Veterans' Affairs Programs); Number of Pages: 2p; Document Type: Article; Full Text Word
	Appraisal Purpose and Information Utilization Academy of Management Proceedings (1983), pp. 306-309. by Angelo S. Denisi, Thomas P. Cafferty, Kevin J. Williams, Allyn G. Blencoe, Bruce M. Meglino posted to employees-rating decision-making performance-appraisal personnel-management by cogs on 2009-06-09 03:11:31 Abstract Notes Copy My Attachments My Copy Abstract An experiment was conducted to determine if raters varied their utilization of consensus, consistency, and distinctiveness information in making appraisal decisions for salary increases, promotions, remedial training, and providing feedback. Results indicated differences in utilization strategy as a function of purpose in the manner predicted by attribution theory. Implications of these results, especially relative to a cognitive role for appraisal purpose are discussed. ABSTRACT FROM AUTHOR Copyright of Academy of Management Proceedings is the property of Academy of Management and its ... Note (first note only) M3: Article; DeNisi, Angelo S. 1; Cafferty, Thomas P. 1; Williams, Kevin J. 1; Blencoe, Allyn G. 1; Meglino, Bruce M. 1; Affiliations: 1: University of South Carolina; Issue Info: 1983, p306; Thesaurus Term: DECISION making; Thesaurus Term: EMPLOYEES -- Rating of; Thesaurus Term: PERSONNEL management; Thesaurus Term: PROMOTIONS; Thesaurus Term: WAGE increases; NAICS/Industry Codes: 541612 Human Resources and Executive Search Consulting Services; NAICS/Industry Codes: 923130 Administration of Human Resource Programs (except Education, Public Health, and Veterans' Affairs Programs); Number of
	Performance Management: Conducting appraisals Accountancy Ireland, Vol. 38 (December 2006), pp. 42-45. by Catherine Corcoran posted to employees-rating management performance-appraisal personnel-management by cogs on 2009-06-09 03:11:31 Abstract Notes Copy My Attachments My Copy Abstract The article provides tips on how to prepare for performance appraisals and to get the best from the performance management process. Appraisals are part of an overall process that covers recruitment and selection to goal setting, performance measurement and review and training and development. A performance management system should involve the creation of a clearly defined job description and the selection of the right people based on the required knowledge, skills and abilities.; The article provides tips on how to prepare ... Note (first note only) 6; M3: Article; Corcoran, Catherine 1; Email Address: ccorcoran@pfkryanglennon.com; Affiliations: 1: HR Consulting Partner, PKF Ryan Glennon; Issue Info: Dec2006, Vol. 38 Issue 6, p42; Thesaurus Term: EMPLOYEE selection; Thesaurus Term: EMPLOYEES -- Rating of; Thesaurus Term: EMPLOYEES -- Recruiting; Thesaurus Term: MANAGEMENT; Thesaurus Term: PERSONNEL management; NAICS/Industry Codes: 541612 Human Resources and Executive Search Consulting Services; NAICS/Industry Codes: 923130 Administration of Human Resource Programs (except Education, Public Health, and Veterans' Affairs Programs); Number of Pages: 4p; Document Type: Article
	Successful performance measurement: A checklist Harvard Management Update, Vol. 4, No. 1. (November 1999) by Carney posted to employees-rating goal-setting performance-appraisal personnel-management by cogs on 2009-06-09 03:11:31 Abstract Notes Copy My Attachments My Copy Abstract Presents a checklist to assess performance-measurement programs in organizations. Setting of performance goals; Connections between work-group and big-picture goals; Individual and work-group performance objectives. INSET: Measuring the soft stuff.; Presents a checklist to assess performance-measurement programs in organizations. Setting of performance goals; Connections between work-group and big-picture goals; Individual and work-group performance objectives. INSET: Measuring the soft stuff. ... Note (first note only) 1; M3: Article; Carney; Issue Info: Nov99, Vol. 4 Issue 11, p4; Thesaurus Term: EMPLOYEES -- Rating of; Thesaurus Term: GOAL setting in personnel management; Thesaurus Term: INDUSTRIAL management; Thesaurus Term: PERSONNEL management; NAICS/Industry Codes: 541612 Human Resources and Executive Search Consulting Services; NAICS/Industry Codes: 923130 Administration of Human Resource Programs (except Education, Public Health, and Veterans' Affairs Programs); Number of Pages: 2p; Document Type: Article; Full Text Word Count: 1472

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