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Bradley, Thomas P.; Allen, Jeff M.; Hamilton, Scott; Filgo, Scott K. – Performance Improvement Quarterly, 2006
Multirater feedback, often called 360-degree feedback, is a popular development and assessment tool, especially for organizational leaders. Raters from different organizational levels, including subordinates, boss, peers, and self, rate the leader's performance. However, there seldom is strong agreement across rater groups. This study used the…
Descriptors: Leadership Effectiveness, Peer Evaluation, Job Performance, Personnel Evaluation
Gangani, Noordeen; McLean, Gary N.; Braden, Richard A. – Performance Improvement Quarterly, 2006
This article explores some of the major issues in developing and implementing a competency-based human resource development strategy. The article summarizes a brief literature review on how competency models can be developed and implemented to improve employee performance. A case study is presented of American Medical Systems (AMS), a mid-sized…
Descriptors: Staff Development, Models, Human Resources, Job Performance
Cantor, Jeffrey A. – Performance Improvement Quarterly, 1992
Summarizes the six articles included in this special issue, which discuss evaluation of human performance in critical skills occupations; strategic planning for safety in high-risk occupations; performance and training effectiveness decisions; performance indicators for training evaluation; evaluation of a nuclear training program; and a model for…
Descriptors: Evaluation Criteria, Evaluation Methods, Industrial Training, Job Performance
Chen, Hsin-Chih; Holton, Elwood F., III; Bates, Reid A. – Performance Improvement Quarterly, 2006
Transfer theories, which are closely related to evaluation theory, have been developed from a holistic perspective, but most of empirical transfer research has not effectively utilized holistic models to investigate transfer of learning until the late 1990s. Additionally, little has been done in examining the relationship between situational…
Descriptors: Transfer of Training, Holistic Approach, Models, Work Environment
O'Connor, Natasha; Iverson, Kathleen; Colky, Deborah – Performance Improvement Quarterly, 2003
A model illustrating the relationship between mentoring and job competency was developed and tested in a sample of 82 members of a local chapter of a national association for training and development professionals. Human capital was conceptualized in terms of job competency attainment and social capital in terms of mentoring and protege…
Descriptors: Human Capital, Mentors, Income, Job Satisfaction