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Employee evaluation at the University of KH Bahaudin Mudhary Madura currently uses a separate method for giving assessments. Assessment of employees is carried out by superiors, subordinates and colleagues. Thus resulting in an assessment of existing employees to be not objective. Employee performance appraisal can later be used as a basis for establishing employee policies and leadership decision makers. This study raises a case that is evaluating employees based on the Personal Balanced Scorecard (PBSC) method. PBSC is a method that analyzes Key Performance Indicators (KPI) with a description of a person that includes four perspectives, namely Internal, External, Knowledge and Learning and Finance. Using the PBSC method in evaluating employee performance can help HR to assess employees objectively and without bias. [ABSTRACT FROM AUTHOR]

The purpose of this study is to test and analyze the significant effect of competence on employee performance in PDAM Makassar City, test and analyze the significant effect of service quality on employee performance in PDAM Makassar City, and test and analyze competence and service quality simultaneously. a significant effect on employee performance in PDAM Makassar City. This research was conducted at the Makassar City PDAM Office, with a population of 477 people and a sample of 265 people ( Slovin formula). The data analysis used is descriptive to explain the research data, while to analyze quantitative data using Multiple Linear Regression analysis. The results found that competence showed a positive and significant influence on employee performance. The competencies shown by employees based on knowledge, skills, experience and mastery attitudes determine the achievement of PDAM Makassar City employees' performance. Service quality has a positive and significant effect on employee performance. The quality of service applied by employees is in accordance with the variety of expertise, task identity, task significance, service autonomy and feedback, thereby contributing to the improvement of PDAM Makassar City employee performance. Simultaneously, competence and service quality have a positive and significant effect on employee performance. Improving employee performance in quantity, quality, efficiency, effectiveness and loyalty cannot be separated from the competence of employees and the quality of services applied to PDAM Makassar City customers. [ABSTRACT FROM AUTHOR]

Rising stars are the researchers who are relatively new to the research area and have published fewer research articles, but their research work is of such standard that they have the potential to be top researchers in near future. Research work on the evaluation of researchers and prediction of rising stars is getting attention because it can be useful for selecting capable candidates for the jobs, hiring young faculty members for institutes, and seeking reviewers for journals and conferences and members for different committees. In this research study, the authors address the research problem of finding rising stars and propose novel features in diverse feature sets of three categories: article, author, and venue. The real-world data set has been extracted, preprocessed, and used from the Web of Science for empirical analysis. Several diverse supervised machine learning, ensemble learning algorithms, and deep learning are applied to the data set. The results, using classifiers, are compared based on standard performance evaluation measures to reveal the significance of the proposed as well as existing features. It also shows that the novel features play a significant role in finding rising stars. The ensemble-based machine learning classifier generalized linear model outperforms all other classifiers and gives the highest accuracy and F-measure compared to other models and the existing studies in the relevant literature. [ABSTRACT FROM AUTHOR]

The aim of the study was to determine the effect of the application of the E-SKP assessment system and competence on performance with work discipline as an intervening variable in the Forestry and Environment Service of Papua Province. This is a quantitative study with 109 respondents. The results of the questionnaire were tabulated and analysed using Structural Equation Modelling (SEM) using the Smart PLS application. The results of the study are that E-SKP has a positive and significant effect on employee performance and work discipline. Work discipline does not mediate the relationship between E-SKP and employee performance. Competence has a positive and significant effect on employee performance. Employee work discipline. Work discipline does not mediate the relationship between competence and pawnshop performance. Work discipline has a negative and insignificant effect on the performance of employees of the Papua Province Forestry and Environment Service employees. [ABSTRACT FROM AUTHOR]

Human Resources are the main principle in an organization to achieve the expected goals. The performance of employees, especially at the Institute of Domestic Administration (IPDN) North Sulawesi Campus, requires evaluation, especially for civil service educators, namely caregivers. This study aimed to determine the performance and factors that affect the performance of employees (caregivers) at IPDN North Sulawesi Campus. The research used a qualitative approach, while the data collection techniques in this study are observation, interviews, and documentation. The informants in this study were the Head of the Civil Service Administration, the Head of the Parenting Subdivision, the employees (caregivers), and the IPDN Praja North Sulawesi Campus. In general, the results of this research are; 1) The performance of employees (caregivers) of IPDN North Sulawesi Campus is in a reasonably good category, this is based on the results of research where from five employee performance indicators, there are still two indicators included in the good enough category, namely “service orientation and work discipline, 2) Factors that affect the performance of employees (caregivers) of IPDN North Sulawesi Campus, there are four namely a) HR development, b) work motivation, c) supervision and d) work environment. It can also be seen that of the four factors that affect employee performance, only one factor supports the performance of IPDN North Sulawesi Campus employees, namely the work environment. In comparison, the other factors are HR development and work motivation. Furthermore, supervision does not support IPDN North Sulawesi Campus employees (caregivers) taking out the job. [ABSTRACT FROM AUTHOR]

The achievement of performance evaluation processes, which prove that the individual performance contributes to the organizational strategic performance, constitutes a challenge for the entities. In tourism organizations there is not unity between both performances, or links among human resources, the strategy and the management indicators. Thus, the objective of this study was to explain the procedure for evaluating the individual performance based on competences, which allowed to align the individual, process and organization results; as well as to obtain an operational balanced scorecard at strategic, tactic and operative level. This procedure was applied in the Brisas Guardalavaca Hotel (Holguin province, Cuba), where the bases were created for the design of improvement actions, through the processes of reward, training, design of work systems and other technical-organizational connections of the human capital management system. [ABSTRACT FROM AUTHOR]

Performance appraisal is one of the most important activities of human resource management. For an organization to achieve its strategic goals the organization shall give due importance to the integral part of HRM i.e. performance appraisal system which shall be regularly and properly carried out to evaluate the performance of its employees. However, in Pakistan employees' performance appraisal satisfaction is rarely linked with employee outcomes. This study investigated the relationship of employees' performance appraisal satisfaction with self-reported work effort, affective organizational commitment and turnover intentions. The data was collected from both academic and non-academic staff of higher educational institutes in Peshawar city. Being co-relational in nature, it has drawn a sample of 316 using stratified random sampling procedure. The findings revealed that the employees' performance appraisal satisfaction is significantly and positively related with work effort and affective organizational commitment. However, it has a negative relationship with employee turnover intentions which means that higher the level of satisfaction regarding performance appraisal will lower intention to quit the current organization. Furthermore, limitations as well as direction for future researchers have also been given. [ABSTRACT FROM AUTHOR]

Context Revalidation was launched in the UK to provide assurances to the public that doctors are up to date and fit to practice. Appraisal is a fundamental component of revalidation. Approximately 150 000 doctors are appraised annually, costing an estimated £97 million over 10 years. There is little understanding of the theory of how and why appraisal is supposed to produce its effects. A realist review of the literature was utilised to explore these issues, as they generate context-mechanism-outcome ( CMO) configurations, resulting in the creation of theories of how and why appraisal of doctors produces its effects. Methods A programme theory of appraisal was created by convening stakeholders in appraisal and searching a database of research on appraisal of doctors. Supplementary searches provided literature on theories identified in the programme theory. Relevant sections of texts relating to the programme theory were extracted from included articles, coded in NVivo and synthesised using realist logic of analysis. A classification tool categorised the included articles' contributions to programme theory. Results One hundred and twenty-five articles were included. Three mechanisms were identified: dissonance, denial and self-affirmation. The dissonance mechanism is most likely to cause outcomes of reflection and insight. Important contexts for the dissonance mechanism include the appraiser being highly skilled, the appraisee's working environment being supportive and the appraisee having the right attitude. The denial mechanism is more likely to be enacted if the opposite of these contexts occurs and could lead to game-playing behaviour. A skilled appraiser was also important in triggering the self-affirmation mechanism, resulting in reflection and insight. The contexts, mechanisms and outcomes identified were, however, limited by a lack of evidence that could enable further refining of the CMO configurations. Conclusion This review makes a significant contribution to our understanding of appraisal by identifying different ways that appraisal of doctors produces its effects. Further research will focus on testing the CMO configurations. [ABSTRACT FROM AUTHOR]

The solar dish is a point-focusing concentrator with a very high concentration ratio ranging from hundreds to thousands. Practical assessment and optimization methods are necessary to assemble solar dishes with satisfying concentration ratios and flux density distributions, which is very important for the overall solar thermal systems to achieve high efficiency. A solar dish usually consists of many mirror facets installed on a supporting structure with a dual-axis tracking system. Small mirror facets are easy to manufacture, but the alignment of many mirror facets is very challenging. A model-based approach for optical performance assessment and optimization of a solar dish was proposed, and flux density measurements were carried out to validate the approach. The simulation and experimental results showed very good consistency and suggested that the concentration ratio and the intercept factor could be increased from ∼500 to ∼1500 and 0.66 to 0.9 respectively after assembly optimization. [ABSTRACT FROM AUTHOR]

Performance based assessment is currently receiving renewed attention as an alternative to conventional testing. We argue that performance based assessment, supported by a microcredentialing system, is particularly well suited to corporate environments that stress strategic development of their workforce capacities. There are important implications for job task analysis, integration of assessment and training, and training management. [ABSTRACT FROM AUTHOR]

Originally,Workerwas a durational performance that emerged at the end of a contract as a labourer in a retirement home. This performance uses a recording loop of the experience testimony and experiments with a process of iteration within a mimetic re-enactment of the repetitive actions and gestures of the cleaning work. In the absence of any equipment, in the imaginary space of a room whose boundaries and furniture were drawn on the ground, the performance at‘vacuum’seeks less to represent than to outgrow what the working experience represents in a synthesis of the past and present time. This performance-research therefore allows an epistemic claim about what the experience of work, in that vast machinery of capitalism based on subjection and exploitation, represents, means and implies within a process of subjectivization, and how a game of iteration could become a cathartic experience. Iteration is the process of a performance that opens and explores the social play, the man’s potential alienation in the ‘machinic’ enslavement and subjection devices of capitalism, and experiences the borders of the representation andmimesis, the coming out of the eternal return over time. [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]

BACKGROUND: Clinical performance measurement has been a key element of efforts to transform the Veterans Health Administration (VHA). However, there are a number of signs that current performance measurement systems used within and outside the VHA may be reaching the point of maximum benefit to care and in some settings, may be resulting in negative consequences to care, including overtreatment and diminished attention to patient needs and preferences. Our research group has been involved in a long-standing partnership with the office responsible for clinical performance measurement in the VHA to understand and develop potential strategies to mitigate the unintended consequences of measurement. OBJECTIVE: Our aim was to understand how the implementation of diabetes performance measures (PMs) influences management actions and day-to-day clinical practice. DESIGN: This is a mixed methods study design based on quantitative administrative data to select study facilities and quantitative data from semi-structured interviews. PARTICIPANTS: Sixty-two network-level and facility-level executives, managers, front-line providers and staff participated in the study. APPROACH: Qualitative content analyses were guided by a team-based consensus approach using verbatim interview transcripts. A published interpretive motivation theory framework is used to describe potential contributions of local implementation strategies to unintended consequences of PMs. KEY RESULTS: Implementation strategies used by management affect providers' response to PMs, which in turn potentially undermines provision of high-quality patient-centered care. These include: 1) feedback reports to providers that are dissociated from a realistic capability to address performance gaps; 2) evaluative criteria set by managers that are at odds with patient-centered care; and 3) pressure created by managers' narrow focus on gaps in PMs that is viewed as more punitive than motivating. CONCLUSIONS: Next steps include working with VHA leaders to develop and test implementation approaches to help ensure that the next generation of PMs motivate truly patient-centered care and are clinically meaningful. [ABSTRACT FROM AUTHOR]

The use of mixed-preference reinforcer delivery (i.e., the random delivery of a set of items with varying degrees of preference for each individual) with employees has been found to produce moderate levels of responding in an analog setting; however, mixed reinforcer delivery may not conform to the recommendations made by some popular writers in organizational behavior management. The current investigation used a progressively thinning high-preference stimulus delivery procedure to investigate the use of mixed reinforcer delivery with 5 employees. Results indicated that most participants did not reliably complete work when the percent chance of earning a high-preference item dropped below 100%. These results do not support the use of varied reinforcers in applied settings. [ABSTRACT FROM AUTHOR]

Purpose -- The intended function of performance measurement is to support the effective management of an organisation and the improvement of organisational performance. However, how performance measurement should be used operationally to support the achievement of improved performance is not self-evident. The purpose of this paper is to examine the operational use of performance measurement in practice and to describe how different use practices contribute to improved performance. Design/methodology/approach -- The authors conducted an exploratory single case study in a maintenance process. Data were collected using a mixed methods approach that encompassed qualitative meetings and interviews (identification of usage practices) followed by a quantitative survey (elaboration of usage practices and their performance effects). Findings -- Three usage practices are relevant: Inspect and Improve, Motivate, and Decision Making. Improved performance is best achieved through motivational and supportive improvement use. Furthermore, performance measurement systems must be designed properly to establish their use. Research limitations/implications -- Being based on a single-case study, the identified usage practices may be limited to field service organisations or other organisations with similar organisational structures. The findings suggest opportunities for further research linking operational performance measurement system use and the body of knowledge on the design and purpose of performance measurement in maintenance processes. Practical implications -- A performance measurement system can be used as a motivational improvement tool in operational level leadership. Upper level management must support its use by designing an understandable and applicable system. Originality/value -- This paper identifies specific usage practices that contribute to improved performance, thereby providing a more detailed view than the usage categories found in the extant literature. The focus is on operational, rather than strategic, level management. [ABSTRACT FROM AUTHOR]

Modular curtain walls are frequently used in the facades of tall buildings. While these logically have to meet the performance standards required of all facade systems, they are subject to a series of additional requirements that place far higher demands on these systems than the facades of conventional buildings, this being particularly so with respect to certain structural or thermal requirements. Sustainability is a further factor that is particularly necessary and convenient to consider during the design of facades in these types of buildings. [ABSTRACT FROM AUTHOR]

Although the integrity of the performance measure development process is vulnerable to manipulation by self-interested stakeholders, the quality of public performance measures has not been adequately studied. This study assesses education performance policies by conducting a content analysis of the federally mandated No Child Left Behind Act. NCLB aimed to enhance educational outcomes by requiring all 50 states to develop uniform accountability systems outlining performance goals, reporting requirements, and sanctions or rewards for goal achievement. The analysis reveals that many states diminished its impact by creating mediocre performance goals, limiting access to results, and providing tools to manipulate reported outcomes. [ABSTRACT FROM AUTHOR]

A formal employee performance appraisal is regarded as one of the tools of human resources performance management. People, their knowledge and skills are currently considered to be the most valuable resource a company has. The article focuses on methods of employee performance appraisal in agricultural organizations in the Czech Republic. The first part of the article deals with the theoretical background of the term "formal appraisal" and employee performance appraisal methods as defined by Czech and foreign specialists. Further, the article describes, based on a questionnaire survey, employee performance appraisal methods that are considered important for the agricultural organizations in the Czech Republic. The aim of the article is to identify the current state of formal employee appraisal in a sample group of agricultural organizations and to test dependencies between selected qualitative characteristics. The outcomes show that the most commonly used methods of employee performance appraisal in agricultural organizations include predefined goal-based performance appraisal, predefined standard outcome-based performance appraisal and appraisal interviews. Agricultural organizations apply these methods in particular due to the fact that their findings are further utilized in other areas of human resource management, such as reward system and personnel planning. In statistical terms, dependency between the method of employee performance appraisal according to predefined goals applied by agricultural organizations and personnel planning (an area of human resources management) has been proven (p-value: 0.032, Phi coefficient: 4.578). [ABSTRACT FROM AUTHOR]

El artículo discurre sobre las evaluaciones del desempeño implementadas dentro de una empresa. El autor comenta sobre cuatro mentiras de las evaluaciones, incluyendo que todos entienden de la misma forma de preguntas, que diferentes evaluaciones son comparables y que se ofrece suficiente capacitación a los evaluadores.

Multi-rater feedback systems are increasingly being used in organizations for assessment and development. Research suggests self-ratings are often uncorrelated with other-ratings, which has implications for ratee receptivity to feedback. Prior research suggests ratee personality may offer insight into self-other rating discrepancy. We explored the extent to which five work-related personality dimensions offer explanatory variance in self-other rating discrepancy using archival data of 527 employees from a large financial organization. Analyses of 487 self-peer dyads and 501 self-supervisor dyads revealed low agreement among self-, supervisor-, and peer-ratings of performance. Self-raters high on extraversion, dominance, cultural conformity, cynicism, and detail orientation were somewhat likely to over-rate their performance as compared to peer ratings. Cynical and detail-oriented raters were likely to over-rate their performance as compared with supervisor ratings. Detail orientation and cultural conformity interacted to predict self-other rating discrepancies for both supervisors and peers. Implications for research and practice are discussed. [ABSTRACT FROM AUTHOR]

Performance appraisal systems are often considered primarily in their role as criterion measures for validation studies. Even when they are considered in other organizational roles, there has traditionally been a strong focus on improving the accuracy of the appraisals. The present article argues that the proper focus of performance appraisal is to change employees' behavior on the job—both task performance behavior and contextual performance. Specifically, appraisals are best considered as part of a larger performance management system, where the entire focus is on improving performance. Such a focus has important implications for how concerned we are about perceived accuracy and fairness. Furthermore, when viewed in this way, it is clear that we must consider how to leverage individual level performance up to the level of the firm, since improving firm performance is critical to any organization's strategic goals. [ABSTRACT FROM PUBLISHER]

With the encouragement of marketing scholars, many companies are tying employee incentives to customer ratings of satisfaction, service quality, or employee performance. One potential drawback to these practices is that customers' evaluations of employees-and, therefore, any associated rewards-may be biased by employee race. This possibility was examined in a restaurant setting. We found that customers rated the promptness and attentiveness of same race servers more favorably than different race servers, but there were no differences for assessments of server friendliness or appearance. The theoretical and practical implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

Performance is an action, function and behaves for completion an activity by someone. Performance is not only to do job but how to do job. All organizations try to make efforts to get good image among the competitors in this global competitive age. Organizations top managers are active towards dynamic environment for the organizations long run survival. Organizations are using different kinds of strategies, skills, means and training programs to make their employees productive to achieve their goals. The best and successful organizations are those where Top management always in struggle to find such kind of skills, means, training and developing programs, which are the best to all organizations on the bases of current research which satisfy the needs, desires and expectations of their employees, that improve the performance of employees, through which they can achieve the organizations goals effectively and efficiently. [ABSTRACT FROM AUTHOR]

Formal and informal organisational structures are inter-dependent entities that contribute to the firm's working environment-an interdependence that reflects cross-employee relationships. The formal organisational structure is prescribed and understood, whilst informal networks are by definition difficult to identify. Indeed, the ability of workers in an organisation to share data, information and know-how can be enhanced through the existence of well-formed but undocumented informal networks. Informal networks are a potential conduit that allows workplace project initiatives to be streamlined, can inform and improve decision-making and provide support for individual-to-individual information or knowledge exchanges. This paper uses the theoretical literature to examine the notion of organisational structure and relates how informal networks are an important element in underpinning the firm's cohesion and performance. The advice and trust networks are examined with some of the potential positive impacts of each informal entity on the firm being noted. [ABSTRACT FROM AUTHOR]

In the article the issue of the occupational competences was presented, and then tasks, knowledge and skills of Health and Safety representatives were analyzed. Thedivision between technical and social competences of specialists from the considered branch were presented. The model of occupational development for particular group was presented in order to minimize competences gap. In the research part of the article the qualifications of Health and Safety representatives from the Wielkopolska were assessed as well as methods of occupational skills development. Their knowledge and skills level were taken into account during planning of their development. [ABSTRACT FROM AUTHOR]

Political skill is the capacity to understand others in working life effectively, and to apply such knowledge to induce others to act in ways that add to one's personal or organizational goals. The present investigation reported the results of 2 studies designed to examine the job performance prediction effectiveness of political skill when investigated in conjunction with general mental ability (GMA) and personality characteristics. The results demonstrated that political skill accounted for a significant proportion of job performance variance beyond GMA and personality variables cross-sectionally in Study 1, and predictively (i.e., using a 1-year timeframe) in Study 2 examining effects on multiple dimensions of job performance. The implications of these results, strengths, limitations, and directions for future research are discussed. [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 purpose of this study was to assess the predictive validity of observer ratings of personality and job-related competencies in a selection setting. Based on ratings from multiple raters of both the predictors and the criteria in a sample of MBA students, results indicated that observer ratings of Conscientiousness, Emotional Stability, leadership, and interpersonal skills predicted work performance, team performance, and academic performance. For work performance and team performance, a composite of the four predictors had incremental predictive validity over general mental ability, even after controlling for how well the rater knew the ratee. [ABSTRACT FROM AUTHOR]

The article presents a study that examines the importance for managers of public universities to pay close attention to performance management practices and information communication technology (ICT) adoption. It explores the method of the study uses disproportionate stratified purposive approach to determine responses from 900 employees from public universities in Uganda. The findings of the study reveal the importance of performance management practices in agency relations and goal setting with ICT adoption to achieve managed performance in public universities.

Introduction: Little is known about the overall appropriateness and value of the various programs available internationally for assessment and remediation for individual physicians whose performance in their clinical practice has been identified as giving cause for concern. Method: A questionnaire was e-mailed to members of the International Physicians Assessment Coalition and/or the Coalition for Physician Enhancement—organizations that were thought to provide this type of assessment (n = 20). Questions covered the aims, organization, methods, and outcomes of assessment programs and associated remediation. Results: Responses came from 15 regulatory bodies, universities, not-for-profits, and health service organizations in 5 countries. The assessment programs and remediation activities identified were small in scale. Their focus ranged from a narrow concern with identifying and repairing specific knowledge and skills deficits to a wider interest in the biopsychosocial functioning of the physician as a whole. Both “diagnosis” and “treatment” of problems focused on the individual physician. Less attention was given to broader systems or contextual factors that might impact performance. Although progress through remediation was carefully monitored, none of the programs undertook regular systematic follow-up to ascertain the success of their interventions in the longer term. Discussion: This field of activity is characterized by the use of sophisticated methods for measuring performance/competence, but provision of remediation is more patchy and variable. The small scale of these programs raises questions about the relationship between scale of provision and potential need for remediation. Gaps in information about impact and outcomes mean that the overall impact and value of this type of assessment and remediation is hard to determine. [ABSTRACT FROM AUTHOR]

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]

Generally, the subject of this study is the relationship between organizational culture and performance measurement systems (PMS) in the context of the Turkish Business environment. Specifically investigated in this study are the changes in the aims and measures of PMS used in different organizational cultures by managers. For this, the model developed by Jean-Francois Henri (2006) is used to understand and analyze the relationship under Turkish conditions. In this way, the basic question is that in any organization how does culture affect the aims and measures of a performance measurement system used? To test this relationship empirically, data is gathered from 122 manufacturers of the top 500 firms in Turkey. According to the results of logistic regression analysis, firms with a flexible culture tend to use non-financial performance measures, and use PMS for aims such as organizational attention-focusing and supporting strategic decision-making more than firms which have a control culture. On the other hand, firms with a control culture tend to use PMS for aims such as monitoring and legitimization more than firms which have a flexible culture. [ABSTRACT FROM AUTHOR]

The objective determination of performance standards for radiation therapy equipment requires, ideally, establishing the quantitative relationship between performance deviations and clinical outcome or some acceptable surrogate. In this simulation study the authors analyzed the dosimetric impact of random (leaf by leaf) and systematic (entire leaf bank) errors in the position of the MLC leaves on seven clinical prostate and seven clinical head and neck IMRT plans delivered using a dynamic MLC. In-house software was developed to incorporate normally distributed errors of up to ±2 mm in individual leaf position or systematic errors (±1 and ±0.5 mm in all leaves of both leaf banks or +1 mm in one bank only) into the 14 plans, thus simulating treatment delivery using a suboptimally performing MLC. The dosimetric consequences of suboptimal MLC performance were quantified using the equivalent uniform doses (EUDs) of the clinical target volumes and important organs at risk (OARs). The deviation of the EUDs of the selected structures as the performance of the MLC deteriorated was used as the objective surrogate of clinical outcome. Random errors of 2 mm resulted in negligible changes for all structures of interest in both sites. In contrast, systematic errors can lead to potentially significant dosimetric changes that may compromise clinical outcome. If a 2% change in EUD of the target and 2 Gy for the OARs were adopted as acceptable levels of deviation in dose due to MLC effects alone, then systematic errors in leaf position will need to be limited to 0.3 mm. This study provides guidance, based on a dosimetric surrogate of clinical outcome, for the development of one component, leaf position accuracy of performance standards for multileaf collimators. [ABSTRACT FROM AUTHOR]

Despite the high skill levels needed to cope with complex technical systems and the pace of technological change, there remain persistent skill gaps in the United States workforce. Organizations are increasingly relying on skill-based programs to encourage and foster employee skill development. Unfortunately, many questions remain about how to make skill-based promotions. Drawing from research on performance testing and structured interviewing, as well as work that examines broader issues of performance prediction and candidate reactions, we outline the development and empirical test of a performance interview that can be used for skill-based promotions. Such interviews allow employees to demonstrate their skills on the job, and thus may be more accepted by employees. We first discuss seven design principles that form the conceptual foundation for the performance interview, followed by the specific steps practitioners can follow to develop a performance interview. Finally, using a sample of 230 auto parts manufacturing employees, we provide empirical evidence for the high reliability, validity, and positive candidate reactions to the performance interview. [ABSTRACT FROM AUTHOR]

The aim of this research is to discover the way in which Spanish companies design their reward systems. We have considered decisions on performance appraisal issues and on formal rewards issues. Using cluster analysis with a sample 52 large companies, we have identified three types of performance appraisal and reward systems, three types of reward systems and four different types of reward systems (considering at the same time performance appraisal and compensation decisions). The main contribution in this work is the identificatión of peculiarities in reward systems in Spain. [ABSTRACT FROM AUTHOR]

In general meaning, performance appraisal is a systematic evaluation which is made through comparing one's skills, potential talent, work routines, behaviors and such qualities with others, besides forms a basis to determine the needs of Human Resources for the future. Therefore, the existence of a Human Resources Information System (HRIS) that will support human resources administration during the decision process became absolutely necessary. Effective use of performance appraisal by current Human Resources Information System practices in companies became much more important with the Labour Law No. 4857/2003, which provides regulations for companies on securing employees' rights. The aim of this study is to reveal the effectiveness of performance appraisal with Human Resources Information System by how the HRIS -- Performance Appraisal is effective and whether it is used in the way of desired degrees (if it is effective in point of time and cost) or not. [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]

Much disagreement and confusion has surrounded the nature of the relationship between halo and performance rating accuracy. Traditionally, the relationship has been assumed to be linear ( Cooper, 1981 ), but Fisicaro (1988 ) proposed that the relationship between halo and performance rating accuracy is, instead, curvilinear. Using the halo index suggested by Balzer & Sulsky (1992 ), the results of the present study provided empirical evidence to support Fisicaro's proposal. Future research examining the relationship between halo and accuracy should consider the use of quadratic models, instead of linear ones. For the practitioner, this result implies that low rating dimension intercorrelations (negative halo) may lead to inaccuracy in ratings in much the same way as do high rating dimension intercorrelations (positive halo). [ABSTRACT FROM AUTHOR]

This paper addresses issues when implementing and evaluating performance measurement initiative. Applying action research, the study began with designing an innovative performance measurement system and applied the system in three public leisure centres in England during 2005–2007. It was found that, for practitioners in the public leisure sector, inclusiveness and simplicity are the most important criteria of a good performance measurement system. That is, not only does performance data need to be inclusive, the analytical process also needs to be simple and understandable. In addition, facility managers’ analytical skills and motivations for benchmarking are two factors determining the practicability of the system developed. Finally, while conducting a long-term action research, there is a need to continually communicate the actual and potential benefits of the change with senior managers. If they are committed and enthusiastic, it is easier to gain the support of other levels of the organisation. [ABSTRACT FROM AUTHOR]

Three experimental studies investigated whether information implying social-sexual behavior (any non-work-related behavior containing a sexual component) by employees would influence judgments of their effectiveness. In managerial and entry-level positions, both male and female employees depicted as engaging in social-sexual behaviors at work were perceived as less effective and less desirable as bosses, compared to identically described managers for whom no social-sexual behavior information was provided. However, these negative evaluations were mitigated when information was provided indicating that these managers were always on-task and effectively using their time at work (Study 3), suggesting that the effectiveness of employees who engage in social-sexual behavior at work is devalued because others believe that these behaviors detract from productive time in the office. [ABSTRACT FROM AUTHOR]

This study replicated and refined research on the effects of escalation of commitment in performance ratings. We utilized experimental manipulations in a laboratory setting to determine whether positive escalation or negative escalation (or both) could be responsible for the effect. In one session, participants (N = 210) were assigned to the perspective of the potential employee's supervisor and chose 1 of 2 candidates for a sales position. In a second session, participants rated the performance of (a) the individual they selected; (b) the individual they rejected; or (c) a third individual, whose preselection information they never viewed. Results replicated previous findings, such that ratings were biased upward when participants rated the performance of the salesperson they had originally selected. Results were not biased downward when individuals rated the performance of the salesperson they had rejected, however. Thus, our results suggest that positive escalation, and not negative escalation, was the cause of the bias. [ABSTRACT FROM AUTHOR]

This study tests the general idea that people in different organizational positions can have different perspectives on what performance means in a particular job and that these different perspectives are reflected in their implicit trait policies (ITPs) about performance in that job. We test the hypothesis that prison inmates harbor ITPs about the importance of agreeableness and conscientiousness in correctional officers' performance that are different from the ITPs harbored by officers and supervisors. Our results show that critical incidents of officers' performance that are generated by inmates emphasize agreeableness more and conscientiousness less than critical incidents generated by officers and supervisors. Our results also show that inmates' ratings of the effectiveness of officers' behavior described in critical incidents are more strongly associated with the agreeableness of the behavior and less strongly associated with the conscientiousness of the behavior than are officers' and supervisors' ratings. [ABSTRACT FROM AUTHOR]

• Shows how student and peer evaluation of teaching relate to performance appraisal principles. • Exposes risks of bias in qualitative approaches to teaching evaluation. • Clarifies how robust behavioral ratings instruments can be used for evaluating teaching. • Identifies job analysis as a fundamental step in evaluating teaching. • Clarifies how to collect targeted teaching evaluation data from multiple stakeholders. As research on student evaluations of teaching (SET) has dominated our understanding of teaching evaluation, debate over SET implementation has turned attention away from basic principles for appraising employee performance as established in human resources literature. Considering SET research and its practical significance in isolation from relevant human resources literature not only risks unlawful remedies for issues such as bias in SET but also risks replacing one form of bias with another. Meanwhile, the full potential of human resources tools to support consistent evaluation of teaching remains unrealized. To address this gap, this article clarifies how teaching evaluation can be conducted as sound performance appraisal by deploying SET and peer review of teaching within a larger framework of established human resources techniques. A review of recent literature articulates prominent themes in research on SET and peer review of teaching and outlines key principles for performance appraisal and performance management. Those principles are used to analyze representative faculty evaluation policies and procedures and clarify the weaknesses of both traditional and recently revised approaches to teaching evaluation. The final section elaborates performance appraisal techniques relevant to teaching evaluation. These include planful use of results and/or behavior approaches to performance appraisal, robust rating instruments for behavioral performance appraisal, targeted collection of information from multiple stakeholders, and job analysis. Efforts to de-emphasize quantitative SET data to address issues such as bias can be strengthened through the incorporation of performance appraisal tools that clearly articulate performance criteria and standards and that gather both qualitative and quantitative data on employee performance. [ABSTRACT FROM AUTHOR]

This paper explores the relationship among key issues discussed in positive organizational behavior (POB) and the implications for organizational success. One of the key outcomes of this paper is to have a better understanding of the relationship between work and a person's broader purpose of existence, and how work helps to accomplish one's purpose of life. In addition, quantitative measures are used to determine the relationship between work and happiness; a positive organizational culture and firm performance; and positive employee characteristics and employee performance. Through various statistical analyses, positive relationships were found among typical measures of positive psychology, positive organizational behavior, and employee performance. Implications for organizations and utilizations of research findings to create sustainable competitive advantages are discussed. [ABSTRACT FROM AUTHOR]

Leading public health agencies have developed guidelines for essential services and core competencies. The study described here was conducted to determine the level of practice of the 10 essential services and abilities in the 14 core competencies among environmental public health practitioners in Alabama. Questionnaires about the practice of the essential services, abilities in the core competencies, and demographics were collected from 255 (88%) practitioners and analyzed by statistical methods. According to the results of this study, these practitioners spent most of their time diagnosing, investigating, enforcing, educating, and linking people to public health services. They had increasing levels of practice as they were promoted to higher-level jobs, and the level of practice was greater in rural counties than in urban. They rated their skill in all of the core competencies to be at least pretty good. Practitioners with high school degrees had lower abilities than those with college degrees. Overall, these professionals were better educated, younger, and had better skills than expected. [ABSTRACT FROM AUTHOR]

This article focuses on what some sceptics see as disillusionment with conventional evaluation practice, in that many governments experience only limited use of evaluation findings. This has contributed to a significant increase in results-based performance measurement. Yet not everyone in the evaluation community welcomes this development. The authors make the point that significant complementarities exist between evaluation and performance measurement and therefore the boundaries between these practices may need to be redefined. In other words, evaluators will need to enter into a constructive dialogue with performance management practitioners. By investigating their methodological similarities and differences, the authors argue that evaluation studies and performance measurement are highly complementary forms of knowledge production. Finally, they argue that evaluation tools may in fact strengthen a number of the identified shortcomings of performance measurement systems when applied in performance management. [ABSTRACT FROM AUTHOR]

The article offers tips on how to educate executives and managers concerning performance measurement. It discusses the importance of measures such as trust, accountability, diversity and openness. The article also provides information on on the types of degree programs available in the field of public administration.

Abstract: The origin of the angular strain is studied in deformed methane and cyclohexane selected as the model systems par excellence. It is shown that the electron correlation contribution to the angular strain is negligible. Analysis of the Hartree–Fock energies provides a convincing evidence that the angular strain is a consequence of the unfavourable nucleus–electron attraction occuring due to bond bending. This should take place in other angularly distorted molecules as a rule. However, other effects might be even more important sometimes. In these cases the V ne term can serve as a useful diagnostic tool. [Copyright &y& Elsevier]

The current study used a Social Relations Model to analyze self and peer ratings to explore the dynamics of team member perceptions and performance ratings. The results from 29 organizational teams who completed performance ratings of themselves and team members indicated that the most rating variance was attributed to the relationship component, followed by the ratee component, followed by the rater component. Among other findings, the results indicated that self-ratings were related to how one rates, and is rated by, others; that there were high levels of reciprocity between peers for dimensions that were interpersonal in nature; and that raters tended to evaluate others within, but not necessarily across, dimensions similarly. [ABSTRACT FROM AUTHOR]