Search

Purpose - The purpose of this paper is to analyze the jobs and duties involved in Korean academic libraries and to provide a clear picture of relative issues. This research will assist universities with the HR management and institutional development that are essential for appropriate role division, organizational diagnosis and rational reform, and increasing the expertise of librarians. Design/methodology/approach - All of the various duties being executed in academic libraries were identified. Korean academic libraries were requested to assist with the survey. Questionnaires were collected surveying the level of awareness of all the duties involved in the academic libraries and survey responses analyzed to determine the importance, difficulty, and professionalism of 189 library duties. Findings - Through this study, perceived levels of frequency, importance, and difficulty of duties related to academic libraries were surveyed and average values for each duty were compared and analyzed to formulate a duty model and action plan. Originality/value - This paper presents a basic library duty model reflecting the rapidly changing information technologies and information types of Korean academic libraries based on the job analysis. Through this process, university libraries will be able to optimize human resources management and achieve efficiency in organizational management, as well as creating materials to support education/training and performance management, thus ultimately helping with the rationalization of their operation. [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]

The influence of feedback accountability and self-rating information on employee performance appraisals was examined. Undergraduate business student participants assumed the role of ‘supervisor’ and evaluated a fictitious ‘subordinate’ whose performance on a clerical task was either moderately poor or very good. Participants were either given fictitious self-rating information, or no self-rating information, and were told they were expected to provide performance feedback to their ratee, or there was no feedback expectation. As expected, in Study 1 both self-rating information and expected feedback-sharing independently resulted in lenient ratings for poor performance, and the combined effects resulted in the highest ratings. By contrast, results for good performance (Study 2) were not significant. Implications of the findings for human resource management practice and research were discussed. [ABSTRACT FROM AUTHOR]

This study examined predictors of 150 managers' attitudes toward a 360-degree feedback system and their degree of involvement in on- and off-the-job development activity in response to the feedback, as reported an average of 10 months following receipt of feedback. Three sets of predictors were: (a) feedback ratings from four sources (supervisor, peer, subordinate, self), (b) individual characteristics of the feedback recipients and, (c) perceived characteristics of the feedback recipients' work contexts. Despite adequate statistical power, few relationships were observed between feedback ratings and subsequent involvement in development activities and attitudes toward the feedback system. Three exceptions were a positive relationship between subordinate and peer ratings of managers and managers' attitudes toward the system as well as an interaction between self and peer ratings: the more unique or different peer ratings were compared to self-ratings, the more favourable ratee attitudes toward the system were. Other predictors of these dependent variables were: (I) a work context that includes people who are supportive of skill development (i.e. social support) and, (2) beliefs by feedback recipients that it is not only possible for people to improve their skills (i.e. incremental implicit theory of skill malleability), but also that they themselves are capable of improving and developing (i.e. self-efficacy for development). These results suggest that there are variables which are just as important (or possibly even more important) than differences in feedback level for predicting attitudes toward the feedback system and subsequent involvement in development activity following feedback. Practical implications, limitations, and suggestions for future research are discussed. [ABSTRACT FROM AUTHOR]

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

The article presents the author's insights regarding performance management and appraisal in the field of veterinary practice. It explores the meaning of performance management and appraisal, the reason for using performance appraisal, and the reward issue in such appraisal. It also explains the procedures involved in the performance appraisal system.

Deals with the incompetence and poor performance of some nurses and other healthcare professionals. Variation of dealing with poor performance from profession to profession; Significance of balancing responsibilities for the nurse's performance; Purpose of the guidance published by the Nursing and Midwifery Council.

Reports on a study by M. A. Thaha and colleagues that explores the role of a videotape record as a tool to promote reflective learning in surgery. Inclusion of observation, supervised hands-on experience and simulators in the strategies that aid surgical training; Evaluation of the videotapes to systematically score the overall performance and the operative skill in the specific steps of the operation; Key element in surgical skills learning.