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Cultural and work performance are currently sought-after concepts to understand with the purpose of improving their metrics in practically any organization. This work aims to assess the influence of organizational culture on the work performance of employees in a metal-mechanical industry company in Durango. To achieve this, an analysis was conducted on a sample of 232 employees of the company. To measure work performance, Stoner's scale (1994) was used, and for organizational culture, Cameron and Quinn's OCAI model (1999) was employed. Both were rigorously validated before their final application. It was found that the dominant culture is adhocratic, and the predominant dimension of work performance is behavior. Furthermore, applying linear regression analysis provided evidence that culture has an influence on work performance in the studied company. [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]

This article examines the professional identity and role of human resource managers in fostering and implementing strategies that encourage high workplace performance. Workplace performance affects Australian competitiveness and this is the first detailed empirical analysis of Australian HR managers that combines case studies and survey methods. This research seeks to provide more in-depth knowledge and understanding of HR managers and line managers and how the HR function can contribute to high workplace performance. Overall this research suggests that while the HR function is likely to change in the future, its role is not diminishing in organisational decision-making. In particular, the HR function appears to provide an important function in providing the balance between behaviours and performance. [ABSTRACT FROM AUTHOR]

The article discusses a study that explores the work performance of employees with respect to Australian working conditions, particularly the demand to work for longer hours. The study found that the health-related absenteeism and work performance losses contributed to increased hours of work, low annual wage, and job insecurity. It was noted that the Australian working conditions contributed to low work performance and high absenteeism of employees regardless of their health status.

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]

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]

This study uses data collected using a 360°-assessment instrument to investigate the structural equivalence of 360°-assessment ratings, according to rater type, controlling for organizational level. Data from 533 managers and their raters were employed in the study, which used multi-group structural equations modeling. Issues central to the implementation and use of 360°-assessment data are also considered within the context of current research and practice. [ABSTRACT FROM AUTHOR]

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]

Competency management has attracted much attention, especially between business consultants and human resources professionals. Nevertheless, the lack of a unified framework of generic work competencies has been a significant obstacle for the further development of the field, both in research and in practice. This article discusses the development, validation, and psychometric properties of a measure of generic work competencies assessing three types of generic work competencies. [ABSTRACT FROM AUTHOR]

The effect of experience on the goal-setting behavior of Type A and Type B individuals was assessed using anagram tasks. Sixty men and 60 women were administered the Jenkins Activity Survey as well as a questionnaire assessing their previous experience with anagram tasks. Before each of three anagram trials, subjects set a performance goal and indicated how certain they were that they could reach that goal. The analyses indicated that Type A men had the largest differences between performance goals and actual performance, even though men, in general, were more certain that they would reach their goals. Differences across trials, however, decreased for all individuals. Men with the most prior self-reported experience were least satisfied with their performance. Of interest was the finding that Type B women had higher difference scores than did Type A women. [ABSTRACT FROM AUTHOR]

One reason for Annett, et al's technique of hierarchical task analysis not being more widely adopted is that would-be analysts have failed to understand the concept of ‘redescription’. It is argued that the original tabular format proposed for recording such analyses has not facilitated this understanding. For example, the table does not enable easy examination of the redescription of a superordinate operation, nor is there a clear separation between the basic task analysis and hypotheses proposed to ensure operator competence. A revised format is proposed to overcome these objections and is illustrated using a complex planning task. [ABSTRACT FROM AUTHOR]

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

Extensive empirical research has been concerned with job performance and performance change, but virtually nothing has been done to develop a broader conceptual framework which might be useful in giving direction to further research. Toward this end, a number of diverse and previously unrelated empirical findings relevant to job performance are shown to converge on one generalization which accounts for all. The central theme of this generalization pertains to the changing nature of performance across time. The applicability of this generalization beyond the job performance setting is shown by various findings from psychological testing and animal learning research. The increased use of this inductive approach is suggested as one possible way to alleviate the widely recognized shortage of theory in industrial-differential psychology. [ABSTRACT FROM AUTHOR]