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This study investigated the extent of convergence among SDy estimates from three different techniques. As reported, the dollar-based (Schmidt, Hunter, McKenzie & Muldrow, 1979) and performance-based (Eaton, Wing & Mitchell, 1985) judgemental estimates were nearly equivalent to the precentage of salary SDy estimate (Hunter, Schmidt & Judiesch, in press). Close inspection revealed that these similarities were, in large part, attributable to the various measures of central tendency adopted by these procedures. [ABSTRACT FROM AUTHOR]

A performance appraisal procedure called rated ranking is described in which alternation rankings are followed by a rating of the individuals ranked within the limits imposed by the initial rank orders. This procedure was used by 21 foremen in evaluating 185 semi-skilled mine and plant employees of a single company. the results of this application were used to investigate the value of the rated ranking procedure including reliability, nature of the distributions, differences between groups and individuals, halo, construct validity and potential bias in the evaluation. the results provide an encouraging picture of ranking procedure when the rated ranking process is incorporated. The approach has demonstrated value for the purpose of validating selection procedures. [ABSTRACT FROM AUTHOR]

Forty-six empirical studies directly investigating the effects of three classes of non-verbal variables (demographic cues, physical appearance, non-verbal behaviours) on performance appraisal were reviewed. In addition, relevant social psychological and communication research in the areas of person perception and impression formation was highlighted. The review indicated that the effects of non-verbal cues on person perception in general. acid performance appraisal in particular, are significant and varied. The review also revealed that (a) the majority of performance appraisal literature has exclusively examined demographic cues, (b) potential interactions among the three classes of non-verbal variables have been generally ignored. and (c) most of the research is non-theoretical. In an attempt to remedy this situation, a conceptual framework within which to examine the impact of non-verbal cues on the performance appraisal process was proposed. [ABSTRACT FROM AUTHOR]

The relationships between five performance feedback characteristics (supportive appraisal behaviour, invitation to participate, participation in goal setting, proportion of time spoken, and criticism) and three criterion measures (satisfaction with feedback interview, motivation to improve, and satisfaction with manager) were studied in an organization. Supportive appraisal behaviour was significantly related to all three criteria as perceived by subordinates (n = 78) and satisfaction with feedback interview as rated by managers (n = 39). Invitation to participate had its most significant effect on subordinate satisfaction with the feedback session. Participation in goal setting was most predictive of a suhordinate's motivation to improve. Practical applications of these findings for management development are discussed. [ABSTRACT FROM AUTHOR]

Studies on the effects of discussing an individual's strengths and weaknesses in job performance during appraisal interviews have come to widely differing conclusions. Some of the possible reasons for this are discussed and taken account of in this investigation of appraisal interviews in a government department. Interviews perceived as containing varying degrees of performance feedback (both positive and negative, positive only, negative only and none at all) were compared on a number of variables indicating the effectiveness of the appraisal. The results indicate that interviews perceived as containing a balanced review of the individual's strengths and weaknesses in performance achieved the greatest positive effect overall, while those containing no feedback whatsoever achieved relatively little. [ABSTRACT FROM AUTHOR]

The man trying to find a fault may make mistakes unless he asks effective diagnostic questions and verifies the answers. General principles for verifying indications in petroleum refineries are presented; some are easy to apply, others require instruction, practice or experience. Simple scores for verification or checking, C, and for effective diagnostic questioning, D, are proposed and their calculation is illustrated in the context of fault-finding in a crude distillation unit. C and D probably measure different fault-finding skills. The C score is improved by training, but comparisons are complicated by an apparent influence of the proportion of instrument faults in the problem set. Men may check instrument readings more often as their estimate of instrument unreliability increases. The D score is also sensitive to the effects of training and reflects differences in experience between novices and experienced men. D may overestimate effective diagnostic strategy, but only in a small percentage of cases for men with refinery operating experience or new entrants after training. [ABSTRACT FROM AUTHOR]