par
Warner, Jon.
Numéro de rayon préféré
658.3125 22
Date de publication
2002
Format :
Ressources électroniques
Pertinence:
41502.6094
par
Warner, Jon.
Numéro de rayon préféré
658.3125 22
Date de publication
2002
Format :
Ressources électroniques
Pertinence:
41502.1953
Voir d’autres résultats de recherche
par
Warner, Jon.
Numéro de rayon préféré
658.3125 22
Date de publication
2002
Format :
Ressources électroniques
Pertinence:
39657.3281
par
Watling, Brian.
Numéro de rayon préféré
658.3125 WAT
Date de publication
2000 1995
Format :
Livres
Pertinence:
877.7985
par
Kanopy (Firm)
Numéro de rayon préféré
XX(297284.1)
Date de publication
2015 2012
Résumé
Appraisal is a means of measuring individual performance, but how do you measure the performance of the workforce as a whole? Typically companies look at factors such as labour turnover, productivity and wastage rates. Absenteeism, the lost time rate, and lateness are all key indicators, too. But it's one thing for staff to turn up for work - it's another whether they work productively when they get there. And while productivity is relatively easy to calculate in a factory, it's much harder in a service business - and even harder still in the public sector. Figures have their limitations and have to be qualified by common sense.
Format :
Enregistrement vidéo
Pertinence:
1.6300
par
Armstrong, Tim, filmmaker
Numéro de rayon préféré
XX(297283.1)
Date de publication
2015 2004
Résumé
Effective performance appraisals add value to your organization. They motivate your top employees to do even better. And they tell under-performers exactly what is expected and how to improve. Unfortunately, performance appraisals are often regarded as mere formalities. Reviews are sometimes done late-or skipped. Clear guidance falls by the wayside, and halfhearted work goes unchallenged. In this video,you'll follow two story lines. One involves a small business, taking steps to formalize a review process for the first time. The other presents a large corporation attempting to energize an existing system. Watch as two very different managers prepare for challenging review meetings-and see them apply skills that defuse tension and achieve the desired results.
Format :
Enregistrement vidéo
Pertinence:
1.5811
Numéro de rayon préféré
TR DVD 658.3125 TEN
Date de publication
2008
Résumé
"Performance appraisals are one of the most unpopular managerial tasks. Psychologist Peter Quarry gives ten practical tips on how to conduct an appraisal interview to achieve positive and useful outcomes that will benefit the employee and whole organisation."-- container.
Format :
Autre
Pertinence:
1.2281
par
Fitzwater, Terry L.
Numéro de rayon préféré
658.3125 22
Date de publication
2008
Format :
Ressources électroniques
Pertinence:
1.1759
par
Gordon, Michael E. (Michael Ernest)
Numéro de rayon préféré
658.3125 23
Date de publication
2012
Résumé
Researchers and practitioners have devoted substantial time and effort over many years to develop satisfactory performance appraisal systems that impart useful information to employees about their job performance. Nonetheless, problems continue to arise, principally because managers often find it difficult to provide feedback on performance to their employees. We offer a Communication- Centered Approach (CCA) to performance appraisal that is focused on its most challenging part, viz., the appraisal interview. The CCA is intended to facilitate this discussion between managers and their employees by addressing the communication issues involved in preparing for, conducting, and reporting the results of a conversation about job performance. The CCA is useful because, despite the continuing evolution of performance appraisal, a conversation about the employee's performance is still a very important component of the latest systems. Also, focusing on communication offers a valuable perspective on all aspects of performance appraisal: defining performance and its various facets; how performance information is given and perceived; and the interactional context that affects the meaning of feedback. The CCA, in other words, offers ideas pertinent to the preinterview, interview, and post-interview phases of the performance appraisal process that make discussions of employee performance more effective. Importantly, the communication literature that is the basis for each of these ideas is described and illustrations are offered of how the conceptual foundation may be translated into practice. Samples of materials consistent with the CCA that were developed at a renowned research and development laboratory are woven into the presentation.
Format :
Ressources électroniques
Pertinence:
1.1122
10.
par
Grote, Richard C.
Numéro de rayon préféré
658.3125 21
Date de publication
2002
Résumé
End every manager's nightmare: conducting performance appraisals.
Format :
Ressources électroniques
Pertinence:
0.0913
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