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The study aimed to verify the prediction of general work performance by a perception of a leader as a security provider (LSP) in tram drivers. Contextual performance (job dedication) was a mediator in the predictive model. The research sample consisted of 196 tram drivers, 62.22% of the organization's tram drivers. All participants shared the same leader, the head of the tram operation. They completed quantitative cross-sectional self-administered surveys. Results showed that job dedication (contextual performance) predicted the general performance. Job dedication as a partial mediator enhanced the percentage of the general performance's explained score from 15.3% to 26.3%--predicted by perceiving the leader as a safe figure. Discussion suggested further analyzing the functions of a leader as an attachment figure in work settings and their connections to the other organizational behavioral variables. Functions of emotionality and separation distress did not relate to the work performance of tram drivers. Secure-based leadership and focus on job dedication fostered the tram drivers' general work performance. [ABSTRACT FROM AUTHOR]

As a kind of job characteristic, feedback often occurs in the organization in order to improve employee performance. Based on leadership identity theory, this study developed a conceptual model involving supervisor developmental feedback, job crafting and job performance. the authors then targeted a large manufacturing enterprise in Hunan, China, obtaining 337 valid data using an on-site questionnaire survey. The data was analyzed using a hierarchical linear regression method, showing that supervisor developmental feedback was positively related to job crafting and employee job performance, and this job crafting was positively associated with employee job performance and partially mediated the relationship between supervisor developmental feedback and employee job performance. Managerial implications and directions for further research are discussed. [ABSTRACT FROM AUTHOR]

Nepotism is considered an ugly feature of corruption and is currently one of the most common plagues in the Syrian economy. The infestation of nepotism in public sector organizations is causing a major setback to the much-needed growth. This study examines the effect of nepotism on employee performance in the Syrian public sector and how the training and development of employees can curb this issue. Data were collected from the General Organization of Tobacco in Latakia, Syria. A total of 280 questionnaires were distributed among the organization's staff, and Regression Analysis was applied to test the hypotheses. The findings showed that the Syrian public sector employees were conscious of the undesirable effects of nepotism on job performance. In addition, employees who have the chance to participate in training and development programs tend to increase their job performance. Finally, the result indicates that nepotism has a noteworthy harmful impact on employee training and development in the Syrian public sector. The current results contribute valuable information to the existing literature on human resources. [ABSTRACT FROM AUTHOR]

One of the most determining factors of work performance is the degree of engagement of people to their work. That degree of engagement is influenced by both personal and organizational factors. The objective of this research is to analyze the connection between personal characteristics and organizational attributes with the work engagement of workers. The sample consisted of 286 employed workers; 83.5% were Spanish and 16.5% belonged to other Spanishspeaking countries. The mean age was 44.51 years (SD = 8.76) and 55.2% were women. For the prediction of work engagement, a hierarchical linear regression was carried out, first introducing the variables that evaluate personal characteristics (Big Five, entrepreneurial personality, emotional intelligence, and personal happiness) and, later, variables relating to organizational attributes (happiness work and organizational climate). General personality traits (Big Five) explain 22% of work engagement, this percentage rising to 47% when entrepreneurial personality is introduced in the model. Emotional intelligence does not explain additional variance, but personal happiness does. Happiness at work and organizational climate produce a significant increase and the explained variance rises from 55% to 63% when they are included in the model. Both the variables related to the personal characteristics of the employees and variables related to the organizational attributes jointly contribute to the explanation of the degree of work engagement. Workers with high scores on entrepreneurial personality traits achieve higher levels of work engagement, finding a moderating effect of the organizational climate in the relationship between people's autonomy and their work engagement. [ABSTRACT FROM AUTHOR]

This meta-analysis examined the differences across countries/regions, and the moderator effects of the study type (cross-sectional vs. longitudinal) on the SWB-job performance relationship. The database consists of 78 independent samples (N = 18,853), located through electronic and manual searches. The results showed that overall SWB (ρ =.37), cognitive SWB (ρ =.27), and affective SWB (ρ =.37) are predictors of job performance. Evidence of cross-cultural effects showed that the magnitude of the SWB-job performance relationship was larger in the Asia-Pacific region than in Europe and the US-Canada region (Asia-Pacific ρ =.41, Europe ρ =.33, USA ρ =.23). Moderator analyses indicated that, on average, cross-sectional (concurrent) and longitudinal (predictive) studies showed similar validity (ρ =.33 vs. ρ =.32). Lastly, we discuss the main contributions, and some practical implications and some limitations of the study are mentioned. [ABSTRACT FROM AUTHOR]

Traditionally, graphic design (GD) education focuses on the training of technical production skills to prepare graduates for entry-level employment. However, due to the new challenges and the expanding opportunities of emerging practices, GD graduates are expected to master a wide range of additional competencies beyond traditional scope. The study aims to identify the competencies required by future GD graduates in the context of Malaysia. A two-round modified Delphi technique was used to gain consensus from a panel of experts consisted of design educators and industry practitioners regarding the competencies needed by the graduates for effective work performance. A total of 108 competencies were generated. All accepted competencies were ranked 'very important' and 'extremely important' by at least 75 percent of the respondents in Round Two. These competencies could be classified into 29 subdomains under five components, i.e., cognitive competence, functional competence, personal competence, ethical competence, and meta-competencies. The findings of this study are useful for enhancing the education and employability of graphic designers as they provide a common vocabulary to relevant stakeholders about the standards of performance for new entrants to the GD profession. [ABSTRACT FROM AUTHOR]

The choice of delivery method is one of the most important decisions that can determine the quality of construction projects. Two basic delivery methods, design-bid-build and design-build, have been compared in terms of project quality; however, an important quality dimension, performance quality, has generally been ignored in previous studies. In this study, the authors used existing economic theories to develop a model to examine the performance quality and project profits of these two delivery methods. The equilibrium points of the model were analyzed with consideration given to influencing factors such as cost coefficient, cooperation efficiency, and coordination cost. Four propositions were made to facilitate the quality-profit comparisons between design-bid-build and design-build. The first proposition showed that to maximize personal profit, the project coordinator should always keep a balance between design quality and construction quality, regardless of the delivery method. The other three propositions indicated that both methods can generate relatively higher levels of performance quality and project profits in an appropriate project environment. Based on these propositions, the authors ranked the performance quality and profits of the two methods within different conditions and used a real project to exhibit the practical value of these findings. Via case study, cooperation efficiency was identified as the most critical factor that determines the selection of delivery method. In addition, three key steps were summarized to facilitate the application of the model developed in this study. [ABSTRACT FROM AUTHOR]

A frequently reported finding is that general mental ability (GMA) is the best single psychological predictor of job performance. Furthermore, specific abilities often add little incremental validity beyond GMA, suggesting that they are not useful for predicting job performance criteria once general intelligence is accounted for. We review these findings and their historical background, along with different approaches to studying the relative influence of g and narrower abilities. Then, we discuss several recent studies that used relative importance analysis to study this relative influence and that found that specific abilities are equally good, and sometimes better, predictors of work performance than GMA. We conclude by discussing the implications of these findings and sketching future areas for research. [ABSTRACT FROM AUTHOR]

Innovative work behavior has been one of the essential attribute of high performing firms, and the roles of entrepreneurial orientation and self-leadership have been important for promoting innovative work behavior. This study advances research on innovative work behavior by examining the mediating role of self-leadership in the relationship between perceived entrepreneurial orientation and innovative work behavior. Structural equation modelling is employed to analyze data from a survey of 404 employees in banking sector. The results of reliability measures and confirmatory factor analysis strongly support the scale of the study. The results from an empirical survey study in the deposit banks reveal that participants' perceptions about high levels of entrepreneurial orientation have a positive impact on innovative work behavior. The results also provide support for the full mediating role of self-leadership in the relationship between participants' perceptions of entrepreneurial orientation and innovative work behavior. Additionally, this study provides some implications for practitioners in the banking sector to facilitate innovative work behavior through entrepreneurial orientation and self- leadership. [ABSTRACT FROM AUTHOR]

The vessel traffic system (VTS) operator is an important role in the monitoring and supervision of maritime traffic. The main objectives of the VTS is to improve security in the coastal areas. VTS efficiency depends on the quality of the operators. Certain conditions of work should be provided if the system service is to be reliable as this facilitates proper and effective task performance. This article analyzes the factors affecting the performance quality of VTS operator's. The aim of this study is to examine the methods that indicate negative factors affecting the efficiency of the VTS operator. The result of the study is primarily a reliability analysis of VTS, which underlines the importance of a thorough understanding of the factors associated with human reliability. These methods are crucial to determining VTS operator errors, and gaining an understanding of the consciousness of the operator's actions in the workplace. Future negative factors can potentially be eliminated by answering questions about the guiding forces, actions and reactions of the operator to external stimuli in a specified scenario. [ABSTRACT FROM AUTHOR]

Every day, more attention is paid to the management of human resources to achieve organizational performance improvement. In consequently new approaches and tools that integrate competency management are used more frequently. However, it still lacks important aspects such as strategic alignment of performance and use of mathematical techniques as Rating and Weighted sum, that reduce the subjectivity of human capital processes. In response to this need is decided to make a proposal to decrease the lack in the process of performance evaluation, that is why is traced as general objective to redesign the process of performance evaluation supported in the use of quantitative techniques. In this way it is given a model that supports the evaluation on performance indicators aligned with the scorecard of the organization. [ABSTRACT FROM AUTHOR]

Pay for performance has been recommended by the Institute of Medicine as an incentive to improve the quality of health care. Traditional quality-improvement methods may be adapted to evaluate performance of salaried providers, but it is important to separate provider contributions from other influencing factors within the health care system. Accurate recording, extraction, and analysis of data together with careful selection and measurement of indicators of performance are crucial for meaningful assessment. If appropriate methodology is not used, much time, effort, and money may be expended gathering data that may be potentially misleading or even useless, with the possibility that good performance may go unrecognized and mediocre performance rewarded. [ABSTRACT FROM AUTHOR]

Motivation: The motivation of this overview is to present the state of the art of Job Demands-Resources (JD-R) model whilst integrating the various contributions to the special issue. Research purpose: To provide an overview of the JD-R model, which incorporates many possible working conditions and focuses on both negative and positive indicators of employee well-being. Moreover, the studies of the special issue were introduced. Research design: Qualitative and quantitative studies on the JD-R model were reviewed to enlighten the health and motivational processes suggested by the model. Main findings: Next to the confirmation of the two suggested processes of the JD-R model, the studies of the special issue showed that the model can be used to predict work-place bullying, incidences of upper respiratory track infection, work-based identity, and early retirement intentions. Moreover, whilst psychological safety climate could be considered as a hypothetical precursor of job demands and resources, compassion satisfaction moderated the health process of the model. Contribution/value-add: The findings of previous studies and the studies of the special issue were integrated in the JD-R model that can be used to predict well-being and performance at work. New avenues for future research were suggested. Practical/managerial implications: The JD-R model is a framework that can be used for orgamsations to improve employee health and motivation, whilst simultaneously improving various organisational outcomes. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to test alternative models of job performance based on competing categorization criteria. Design/methodological/approach: Survey-based data were collected from individuals in two separate studies. In Study 1, proficiency ratings of job performance were collected from individuals ( N = 553) across multiple jobs in four organizations in three Latin America countries. Similar data ( N = 489) were collected as part of a second study in order to provide additional support for the results observed in the first study. Findings: Modest support was obtained for performance models based on prior literature and a modified ten-factor solution. Follow-up analyses, on the basis of multidimensional scaling, suggested an alternative categorization that unveiled three underlying proficiency-dimensions. Emerging dimensions suggest that proficiency can be classified according to (a) the target of work behaviors (i.e., data, persons, and things), (b) the degree of influence behaviors convey (controlling others versus do-it-yourself), and (c) the degree of interaction involved (integration vs. working in isolation). Implications: The modest fit of the data with performance models derived from the extant literature calls for further investigations of the structure emerging from the current studies. Originality: These studies contrasted existing methods to categorize employee proficiency and provided empirical evidence of the shortcomings of these methods. Results also provided alternative criteria to discriminate performance behaviors. [ABSTRACT FROM AUTHOR]

The article discusses a study which determines the effectiveness of using balanced scorecard (BSC) in retail trade. The researchers examined the behaviors of managers towards BSC as well as their perceptions toward its usefulness. The study indicates that higher level managers perceive greater improvement in individual, store and company performance while unit level managers are on functionality in areas such as accuracy and reliability. It notes that BSC has multiple and strategic linked measures that would improve business performance by allowing organizations to evaluate their performance and improve employee and manager satisfaction, production efficiency and customer satisfaction.

The purpose of this study was to examine employees’ reactions to the use of organizational citizenship behavior (OCB) in performance evaluations. In addition, gender differences in such reactions were examined. Data were obtained from a sample of working adults ( n = 78) and a sample of students ( n = 249). In the first study, participants compared the fairness of 11 different weighting combinations of OCB and core task behavior, using a within-subjects design. In the second study, low, medium, and high weightings of OCB were compared using a between-subjects design. In both studies, participants reported that evaluating employees on OCB was fair. OCB weightings of 30– 50% were perceived as the most fair. Men felt that OCB weighting of 20–30% were the most fair and women felt that OCB weightings of 25–50% were the most fair. Considering that employees are evaluated on their OCB, it is important to know that they feel that it is fair to do so. Choosing how heavily to weigh OCB may be more difficult, although weightings of 25–30% OCB were perceived to be fair to both the men and women in this research. This is the first study to examine employee reactions to the use of OCB in performance evaluations and add to a growing body of evidence suggesting that there are gender differences in the perceptions of OCB. [ABSTRACT FROM AUTHOR]

This article explores some of the similarities and differences between two approaches to the study of work that use moving images. The first approach, most notably practised by Frank and Lillian Gilbreth, 'dissected' the movement of workers' bodies in the pursuit of efficiency. The second approach has emerged in the last few decades from ethnomethodology and conversation analysis. The article notes how shared technologies for data collection and shared interests in work practice belie more fundamental differences in analytic orientation. The article uses this comparison to highlight the potential contributions that the more recent corpus of studies can make to our understanding of work; an understanding that prioritizes the methodic practices in and through which members of society accomplish, experience and constitute work and organization. [ABSTRACT FROM AUTHOR]

We tested the hypothesis that the relationship between team climate and team performance is moderated by climate strength. The study sample was composed of 155 bank branches, and a two-wave panel design was implemented. We measured four team climate facets (support, innovation, goal achievement and enabling formalization). We obtained two subjective indicators of team performance (ratings provided by team members and by team managers) and a financial indicator of team performance. Seven out of the 12 interaction effects tested were statistically significant and showed the expected sign. When financial team performance was the criterion, only the interaction term was significant. This suggests that only strong climates are related to financial team performance over time. [ABSTRACT FROM AUTHOR]

This research paper is a pilot study that investigated the suitability of adopting an automated balanced scorecard for managing and measuring the performance excellence of academic staffs in the higher education setting. A comprehensive study of related literature with requirements elicited from the target population in a selected premier university in Malaysia through document analysis, interviews and survey questionnaires provided the foundation for the system development. By adopting the balanced scorecard, the proposed system provided a means for top down alignment of organisational objectives while creating a medium of communication between the lecturers and management. Though the method suggested in this study primarily focuses on the academic staff, it addresses the lack of a representative form of performance measurement for lecturers that accommodates the complexities of the profession while providing the potential adoption of an unconventional method to encourage excellence and development amongst all levels of employees in the industry. [ABSTRACT FROM AUTHOR]

In this study conducted in two auto-parts after-market distribution centres, immediate performance goals and feedback were delivered to employees in a warehouse on wireless vehicle-mounted computers. Engineered labour standards (ELS) calculated work-unit goal times and presented the driver with immediate performance feedback. Ultimately, the ELS feedback was linked to the company's forklift driver team pallet-per-hour quota achievement. Replenishment performance for forklift drivers (N = 12) was improved by 2.14 pallets per hour when an intervention package that included the depiction of goal times and immediate performance feedback on wireless vehicle- mounted computers and a newly developed ELS. The implications of these findings, limitations, and safety issues are discussed in terms of operational issues regarding ELS in large industrial settings. [ABSTRACT FROM AUTHOR]

We isolate and describe four key elements that distinguish different forms of forced distribution systems (FDS). These key elements are the consequences for low performers, differentiation of rewards for top performers, frequency of feedback, and comparison group size. We examine how these elements influence respondents’ attraction to FDS. Undergraduate students ( n = 163) completed a policy capturing study designed to determine how these four FDS elements influence their attraction to FDS. We examine the relative importance of these elements that most influence attraction to different FDS, as well as individual attributes (i.e., cognitive ability, gender, and major) that may affect those preferences. Respondents were most attracted to systems with less stringent treatment of low performers, high differentiation of rewards, frequent feedback and large comparison groups. Consequences for low performers were nearly twice as influential as any other element. Respondents with higher cognitive ability favored high reward differentiation and males were less affected by stringent consequences for low performers. Before practitioners implement FDS, it would be prudent to consider all four elements examined in this study—with the treatment of low performers being the most salient issue. Future accounts of FDS should clarify the nature of these elements when reporting on FDS. Such precision will be useful in generating a knowledge base on FDS. We add precision to the discussion of FDS by identifying four key elements. This is one of the first studies to examine perceptions of FDS from a ratee perspective. [ABSTRACT FROM AUTHOR]

The article examines the method to enhance user's job performance in relation to the use of tangible reward as motivation for accurate scheduling performance. This assesses the possible impact and development on user's task valuation when motivation is uploaded. This is undertaken relevant to the inaccurate performance of users to reach actual runtime schedule. In particular, the study deals on the grid high-performance computing environment, highlighting the user-provided job script containing essential configuration information. Furthermore, information that aims to improve accuracy and completeness of users performance, despite the less impact of reward is undertaken.

Most companies use multiple measures to evaluate employee, departmental, or divisional performance. Aggregating multiple measures is subjective and can lead to employee dissatisfaction and game playing. Now there is TOPS (Total Optimal Performance Scores), which uses an objective, mathematical way to aggregate multiple performance measures into a single performance score. [ABSTRACT FROM PUBLISHER]

The current research investigated questions that persist regarding the criterion-related and construct validity of situational (SI) versus past-behaviour (PBI) structured interview formats in predicting the job performance of managers. Analyses of data collected from 157 applicants to managerial positions showed that the PBI format significantly predicted job performance ratings (r = .32, p < .01), whereas the SI format did not (r = .09, ns). Investigation of potential construct differences between the SI and PBI formats showed that the PBI was more highly related to manager-relevant cognitive ability measures, assessment centre exercises and personality traits, as compared with the SI. Such differences help to explain the predictive validity differences between the SI and PBI observed in current and previous research. [ABSTRACT FROM AUTHOR]

Professional competence requires a commitment to lifelong learning, self-assessment, and excellence. Complex skills such as these require flexible and comprehensive teaching and assessment measures. We describe a combination of working and performance portfolios that both foster and evaluate the development of professional competence. We explain the conceptual and practical underpinnings that maximize the effectiveness of these tools. Drawing on experience with University of Washington residents, we identify 5 criteria that can help promote successful use of portfolios: separate working and performance functions of portfolios, developing a supportive climate, developing skills in faculty and residents, observing progress over time, and fostering mentorship opportunities. [ABSTRACT FROM AUTHOR]

Research investigating attributional style and job performance among sales staff has been limited by its focus on specific sales roles: notably selling insurance by telephone. Important questions therefore remain regarding the mechanism by which attributions influence job performance in sales roles more generally. This paper describes a field study comparing two attributional models of job performance: (1) a learned helplessness (LH) model, and (2) an achievement motivation (AM) model. Managers' performance ratings were collected for 452 retail sales assistants who completed a job-specific attribution questionnaire and a work-satisfaction questionnaire. Results indicate that sales assistants who made more internal-controllable attributions for positive outcomes received higher performance ratings (r=.20, p<.01) and were more satisfied in their work (r=.12, p<.05). The findings provide support for an AM model of job performance among retail sales assistants. They suggest that more successful sales assistants proactively manage their environment in order to create opportunities for successful interactions with customers. [ABSTRACT FROM AUTHOR]

Previous research has demonstrated that performance information (e.g., prior supervisor ratings) can bias behavioral ratings. However, research has not fully explored the effects of performance cues on raters' memory. In addition, no studies have attempted to eliminate this performance cue effect. This study addressed these deficiencies by collecting both free recall and recognition memory measures while testing an unstructured free recall intervention. Results indicate that performance cues do affect the recall of performance relevant behaviors from memory. Contrary to expectations, free recall did not prove to be an effective intervention. Implications of these findings for future attempts to remove the performance cue effect are discussed. [ABSTRACT FROM AUTHOR]

The unique relationship of perceived pay level equity, perceived appraisal accuracy, merit increase satisfaction, trust in supervisor, and trust in top management to employee beliefs that pay is tied to performance was investigated in a sample of 658 managerial, professional, and clerical employees. Pay level equity, merit increase satisfaction, and trust in top management exhibited a significant unique relationship. Post hoc analysis found appraisal accuracy exhibited a significant unique relationship with belief that pay is tied to performance among employees receiving a lower or higher than expected performance appraisal, but not among employees receiving the expected performance appraisal. [ABSTRACT FROM AUTHOR]

This study re-examined the earlier conclusion by F. Schmidt and J. Hunter (1983) that incentive pay reduces between-worker differences in output, based on their finding that the standard deviation of employee output as a percentage of mean output (SDp) is smaller under piece-rate compensation than under hourly pay. Results of the present study indicate that while the average observed SDp is larger under hourly conditions, this difference disappears after correcting for unreliability in the output measures. It appears that the difference in mean observed SDp values is due to the fact that there is more measurement error in measures of output for employees working under nonincentive-based compensation conditions. This finding suggests that incentive pay may reduce random response variability in employee output but does not reduce differences between employees in work effort and motivation. This finding also suggests that type of compensation system does not affect the percentage output increases produced through improved selection. These findings have implications for theories of job performance. [ABSTRACT FROM AUTHOR]

A key concern in Information Systems (IS) research has been to better understand the linkage between information systems and individual performance. The research reported in this study has two primary objectives: (1) to propose a comprehensive theoretical model that incorporates valuable insights from two complementary streams of research, and (2) to empirically test the core of the model. At the heart of the new model is the assertion that for an information technology to have a positive impact on individual performance, the technology: (1) must be utilized and (2) must be a good fit with the tasks it supports. This new mode! is moderately supported by an analysis of data from over 600 individuals in two companies. This research high-lights the importance of the fit between technologies and users' tasks in achieving individual performance impacts from information technology. It also suggests that task-technology fit, when decomposed into its more detailed components, could be the basis for a strong diagnostic tool to evaluate whether information systems and services in a given organization are meeting user needs. [ABSTRACT FROM AUTHOR]

Despite the significant demographic changes in the work force projected by the year 2000 and beyond, little empirical research has been made on the obstacles faced by women in the field of computing. Since career advancement prospects are especially salient for IS employees, and IS workers are considered a distinct occupational group, it is important to understand the career advancement prospects of IS employees. This study examines the impact of gender on job performance evaluations, job performance attributions, and career advancement prospects. The results show that there are no significant gender differences in job performance ratings; however, women are perceived to have less favorable chances for promotion than men. We found that job performance ratings play an important role in influencing an individual's chances for advancement. We also found that the effect of job performance on attributions is stronger among males than females. Additionally, we found that while the effect of job performance ratings on career advancement prospects is stronger among males, the effect of attributions on career advancement prospects is stronger among females. Suggestions regarding areas for future research are offered, and implications for human resource management are identified. [ABSTRACT FROM AUTHOR]

Psychiatric consultations and job performance of 135 IBM employees were studied. Psychiatric referrals were made by management and the company medical department or were self-referred. The consulting psychiatrist conducted interviews, met with management, personnel representatives and other physicians to coordinate treatment with job requirements. Every effort was made to retain employees and improve performance. After a two-three year follow-up period, 82 employees (61.7 per cent) were with the company; ten were rated outstanding, 38 exceeded job requirements, 25 were meeting job requirements, and four were not. Performance data for five employees were not available. Forty-nine of 83 employees (59.0 per cent) rated unsatisfactory in job performance at the initial referral were performing satisfactorily at follow-up. The results support an optimistic attitude toward the working patient-with psychiatric disease and highlight the value of a full-time medical department with consultation facilities leading to secondary and tertiary prevention. [ABSTRACT FROM AUTHOR]

There is little information available on the performance of UK managers on the 16PF when administered as part of a selection procedure. The present paper reports the results of analyses of data from 1796 short-listed managers who were given the 16PE (Form A). The assessment was part of a selection procedure carried out for a wide range of clients by an executive recruitment agency. Normative analyses of these data are presented and effects related to age and gender are examined. Internal consistencies of both primary and secondary scales are presented and the problem of low primary reliabilities is discussed. Factor analysis of the primary scale scores produced five second-order factors which closely match the 16PF second-order factor scales. [ABSTRACT FROM AUTHOR]

This study investigated the agreement between superior and subordinate performance ratings and the correlations between these performance ratings and standardized measures of job satisfaction. Subjects were 261 members of the fire service, representing three ranks in the organizational hierarchy: chiefs (N = 12), captains (N = 76), and firefighters (N = 173). Subjects completed performance ratings of both their superiors and subordinates, and standardized measures of job satisfaction. Results indicated significant agreement between superior (chief) and subordinate (firefighter) ratings of captains' performance. These performance ratings were also positively correlated with both subordinate (firefighter) and supervisor (captain) job satisfaction, particularly satisfaction with supervisors and with co-workers. [ABSTRACT FROM AUTHOR]

Automatic extractive text summarization retrieves a subset of data that represents most notable sentences in the entire document. In the era of digital explosion, which is mostly unstructured textual data, there is a demand for users to understand the huge amount of text in a short time; this demands the need for an automatic text summarizer. From summaries, the users get the idea of the entire content of the document and can decide whether to read the entire document or not. This work mainly focuses on generating a summary from multiple news documents. In this case, the summary helps to reduce the redundant news from the different newspapers. A multi-document summary is more challenging than a single-document summary since it has to solve the problem of overlapping information among sentences from different documents. Extractive text summarization yields the sensitive part of the document by neglecting the irrelevant and redundant sentences. In this paper, we propose a framework for extracting a summary from multiple documents in the Malayalam Language. Also, since the multi-document summarization data set is sparse, methods based on deep learning are difficult to apply. The proposed work discusses the performance of existing standard algorithms in multi-document summarization of the Malayalam Language. We propose a sentence extraction algorithm that selects the top ranked sentences with maximum diversity. The system is found to perform well in terms of precision, recall, and F-measure on multiple input documents. [ABSTRACT FROM AUTHOR]

The article discusses the concept of Performance in Practice Modules (PPMs) based on Deming model for quality improvement of continuing certification performance in practice requirement for family medical personnels. The PPMs provide diplomates with broader set of measure options based on its ambulatory quality alliance (AQA) and development on electronic clinical quality measures (eCQMs). An overview of the revised performance improvement activity (PIA) platform is also explored.

Background. Individual physician performance assessment is a vital part of the medical regulation debate. In this context, the patient perspective is seen as a potentially valid component. Yet, the theoretical and empirical evidence base for such patient assessments is unclear. Objectives. To identify and evaluate instruments designed to assess patients experiences with an individual practising physician, and to provide performance feedback at the individual level. Methods. Nine electronic databases were searched with no language restrictions: PubMed (1985-), Embase (1985-), PsycInfo (1985-), SIGLE (1985-), HMIC (1985-), ASSIA (1985-), CINAHL (1985-), Cochrane (1985-) and Dare (1985-). Study selection. Inclusion: (i) completed by patients; (ii) assess practising doctors; (iii) have capacity to assess individual doctors for performance feedback; and (iv) used for individual performance feedback. Exclusion: (i) completed by colleagues, observers or third parties; (ii) assess medical students, nurses or non-physicians; (iii) assess purely at an organizational level; and (iv) not been used for individual feedback. All electronic outputs were independently assessed by three reviewers. Data were extracted independently by two of three reviewers using a defined template. Results. Six instruments met the inclusion criteria. They all combine evaluation at both organizational and individual level and implementation methods lack standardization. There is limited data on their construct validity or correlations with other attributes. The purpose and method of individual feedback are not well specified, and the evidence to date about the effectiveness of feedback to obtain improvement indicates professional resistance. Conclusions. For formative goals, more clarity is needed about the aim of providing patient assessments feedback to individual doctors: ‘who’ should do it and ‘how’ to do so to best effect. We need to know whether feedback improves doctor performance and how these evaluations correlate with other physician attributes. For summative purposes more research is required on validity and reliability. [ABSTRACT FROM AUTHOR]