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Managers in service and manufacturing organizations (n=433) identified top practices for improving their performance as focus, feedback, and learning from experience. There was a disparity between the management development they want and what organizations provide. (SK)

Top 10 rater skills needed to conduct performance appraisals were identified by 149 managers. These competencies were related to four phases: performance planning, performance management/coaching, written appraisal, and appraisal review. Organizations often failed to train raters because they assumed they knew how to appraise or because of time and expense involved. (SK)

Followed 62 Master of Business Administration students through job search involving 97 site visits to determine whether site visits changed perceptions of visited companies, attitudes toward those firms, and intentions to accept job offers. Findings suggest that organizations can improve recruitment success by paying attention to how site visits are conducted. Includes sidebar of site visit dos and don'ts. (NB)

A survey of 62 MBAs revealed that site visits by job seekers can cause changes in their perception. The MBAs were impressed with meetings arranged with potential co-workers and supervisors, detailed job descriptions and tours of the larger community to see the housing and amenities available. The job-seekers disliked rushed site tours and crammed schedules.

Examined effect of recruiter characteristics using a pre-post study design with college students (N=145) in a campus interview process. Results indicated recruiter characteristics had an impact on perceived job attributes, regard for job and company, and likelihood of joining the company; there was little evidence the effect was moderated by selected applicant, job, or interviewer variables. (Author/ABL)

Previous cross-sectional field and laboratory research has provided mixed results as to whether recruiter characteristics and behaviors influence applicant reactions to employment opportunities. The present research was conducted to examine the effect of recruiter characteristics using a pre-post study design in a naturally occurring setting. In addition, the effects of several potential moderators on recruiter influence were tested. Results indicated that recruiter characteristics had an impact on perceived job attributes, regard for job and company, and likelihood of joining the company. There was little evidence that the effect of recruiter characteristics was moderated by selected applicant, job, or interviewer variables. (Reprinted by permission of the publisher.)

The Americans With Disabilities Act, along with the ADA Amendments Act, court decisions, and technological advances, have combined to create a situation which, at the time of original ADA's passage in 1990, would have been virtually unthinkable--employees with some disabilities now have the right to legally demand that they be allowed to work from home. With the advancing age of the workforce, and increases in networking abilities to link the home into the office, the number of employers facing said demands is certain to increase. The following is a guide for analyzing and dealing with said demands. [ABSTRACT FROM AUTHOR]

Purpose -- The purpose of this two-part paper is to explore the current practices being employed in the formal performance appraisal process in a cross-section of US service and manufacturing organizations. In this paper, the authors identify the current trends that emerged from this research study and the improvement opportunities that exist for organizations that currently engage in the practice of formally appraising their personnel. Design/methodology/approach -- The formal performance appraisal process, procedure, and rating form from 183 US organizations were reviewed by a three-person review panel and were content analyzed to identify current trends and opportunities for improvement. Findings -- This qualitative analysis revealed that the average rating procedure had been in place for 5.5 years, to serve a wide variety of purposes, identified critical gaps in training, made it clear that organizations employ a wide variety of performance criteria in assessing their people. Research limitations/implications -- The biggest limitation of this research is the fact that a convenience sample of 183 organizations was employed as the basis for this study. Practical implications -- Data on the actual formal performance appraisal process of organizations is rather limited and this research provides critical insight into current practice limiting potential generalizability. Social implications -- The social implications of this research suggests that organizations can do a much better job of equipping their leaders/employees to more effectively reap the organizational benefits of this key practice. Originality/value -- Research in this area is not prevalent so this is a descriptive research study that both researchers and organizations can use to further their knowledge in formal performance appraisals. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this two-part paper is to explore the current practices being employed in the formal performance appraisal process in a cross-section of US service and manufacturing organizations. In this paper, the authors identify the current trends that emerged from this research study and the improvement opportunities that exist for organizations that currently engage in the practice of formally appraising their personnel. Design/methodology/approach – The formal performance appraisal process, procedure, and rating form from 183 US organizations were reviewed by a three-person review panel and were content analyzed to identify current trends and opportunities for improvement. Findings – This qualitative analysis revealed that the average rating procedure had been in place for 5.5 years, to serve a wide variety of purposes, identified critical gaps in training, made it clear that organizations employ a wide variety of performance criteria in assessing their people. Research limitations/implications – The biggest limitation of this research is the fact that a convenience sample of 183 organizations was employed as the basis for this study. Practical implications – Data on the actual formal performance appraisal process of organizations are rather limited and this research provides critical insight into current practice limiting potential generalizability. Social implications – The social implications of this research suggests that organizations can do a much better job of equipping their leaders/employees to more effectively reap the organizational benefits of this key practice. Originality/value – Research in this area is not prevalent so this is a descriptive research study that both researchers and organizations can use to further their knowledge in formal performance appraisals. [ABSTRACT FROM AUTHOR]

Purpose - This paper explores the benefits of effective management training and consequences of ineffective training programs. Design/methodology/approach - Seasoned managers (278) working in rapidly changing organizations were surveyed on issues related to management training. Findings - Content analyses revealed a number of specific benefits associated with management training. Conversely managers identified a series of problems caused by ineffective management training. Research limitations/implications - Generalization of these findings to non-rapidly changing organizations is unclear Practical implications - Findings suggest that the effectiveness of management training has a significant impact on managerial and organizational performance. Originality/value - This paper voices the concerns and observations about managerial training from seasoned managers in rapidly changing organizations. [ABSTRACT FROM AUTHOR]