Ethics in decision making has been an issue for academics, practitioners, and governmental regulators for decades. In the last decade, numerous scandals and consequently many corporate crises in the global business world have added credence to the criticisms of business ethics. Therefore, it is vital to understand the factors affecting employees'…

Electronic Performance Monitoring (EPM) is a common technique used to record employee performance. EPM may include counting computer keystrokes, monitoring employees' phone calls or internet activity, or documenting time spent on work activities. Despite EPM's prevalence, no studies have examined how this management tool affects older workers--a…

Introduces "Performance Improvement Quarterly's" special section on ethics. The focus of this special section is to explore ethics and the field of human performance improvement in a broad sense by encouraging an examination of ethical concepts and responsibilities in the profession. This special section includes three critical views of…

Suggests that Human Resource Development (HRD) is in and of itself an ethical endeavor. Starts with a brief discussion about human performance improvement, next explores the issue of ethics, and then brings the two together to demonstrate the truth and validity of the argument that performance improvement (PI) is an ethical endeavor. (AEF)

Assessing the effectiveness of a leader is often a difficult exercise for many organizations. This is usually because most assessment procedures are influenced by organizational politics, they are not standard based, and the items on which a leader is assessed are undefined or poorly defined. This study presents the "Essential Behavioral…

Suggests that codes of ethics do not necessarily promote ethical behavior and do not always provide appropriate guidance on the "ethical" thing to do when an individual is confronted with an ethical situation. Explores concerns in four particular areas in which codes of ethics lapse: reification, time dependence, individual understanding…

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…

This study reports on development and concurrent validation of a competency instrument to identify potential leaders in a mid-size chemical company. Four competencies were identified: courageous problem solving, perceived energy, networking, and perceived motivation. Four different comparison groups were examined in logistic regression analyses.…

The University of Zimbabwe (UZ) introduced a performance appraisal system (PAS) designed to improve performance indicators across the board in Public Service including academic/faculty staff at the University of Zimbabwe as part of a nation wide strategy. The Public service is a body responsible for all civil workers including academic staff,…

Discusses performance management and its application at the organizational and the performer level to help manage individual employees. Topics include stakeholders' needs; linking jobs to strategic business goals; material resources; establishing performance goals; selecting employees; determining tasks; performance activities; performance…

This survey-based study addressed a perceived gap between training performance evaluation practice and decision-making criteria required in business. Training professionals and non-training managers in North Carolina were surveyed. The study found that the groups differ in the performance measures that motivate them to act on training issues.…

The measure of performance improvement potential (Gilbert, 1978) in human performance technology uses an exemplary performance as a criterion against which to measure the potential improvement in the performance of a workforce. The measure is calculated based on the performance efficiency which compares expended resources to productivity. The same…

A persistent concern of those involved with planning, delivering, and evaluating training as well as of managers is whether training "works." Addressing that question, this paper proposes that training must be integrated into other aspects of the organization if it is to achieve lasting results. In other words, training must be viewed within its…