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The Effect of Employee Physical Fitness on Job Performance.
Edwards, Sandra E.; Gettman, Larry R. – Personnel Administrator, 1980
Reports the results and difficulties of a study designed to determine if there is a relationship between employee fitness and employee performance. (Author/MLF)
Descriptors: Employer Employee Relationship, Job Performance, Job Satisfaction, Physical Fitness
Recognition Is Still a Top Motivator.
Cherrington, David J.; Wixom, B. Jackson, Jr. – Personnel Administrator, 1983
Motivation theories can be generalized to a common principle of human behavior: people do what they are reinforced or rewarded for doing. The most successful motivational recognition programs share five key elements: a recognition symbol, an attractive means of display, a meaningful presentation, effective promotion, and periodic evaluation. (MLF)
Descriptors: Behavior Theories, Employer Employee Relationship, Job Performance, Motivation
How to Manage Employee Job Performance.
Grant, Philip C. – Personnel Administrator, 1981
The purposes of this article are to describe a simple, yet comprehensive and universally applicable, flow process model for managing employee-job performance and to highlight some important features of this model which distinguish it from other models. (Author)
Descriptors: Compensation (Remuneration), Employer Employee Relationship, Job Analysis, Job Performance
Interaction Management: Supervisory Training That Changes Job Performance
Byham, William C.; Robinson, James C. – Personnel Administrator, 1976
An Interaction Management training program consists of five to ten skill modules selected on the basis of a training needs survey to meet the needs of the participating first- and second-level supervisors. (Author)
Descriptors: Job Performance, Personnel Management, Skill Development, Supervisory Training
Age Discrimination in Employment: Some Guidelines for Employers.
Baroni, Barry J. – Personnel Administrator, 1981
Highlights some of the main provisions of the Age Discrimination in Employment Act and its 1978 amendments and also reviews some case-law interpretations under the Act. (Author/MLF)
Descriptors: Age Discrimination, Compliance (Legal), Court Litigation, Equal Opportunities (Jobs)
The Ineffective Subordinate: A Management Survey.
Stoeberl, Philipp A.; Schniederjans, Marc J. – Personnel Administrator, 1981
A survey of 148 industrial corporations examines mangerial actions to determine the reasons for retention of the ineffective subordinate and the coping processes used. (Author/MLF)
Descriptors: Coping, Employer Employee Relationship, Industry, Job Performance
Stress Management: Separating Myth from Reality.
Pesci, Michael – Personnel Administrator, 1982
The symptoms of stress are outlined; misconceptions about stress and techniques used in stress management are discussed; and managers' role in stress management is explained. (MLF)
Descriptors: Behavior Change, Employee Attitudes, Employer Employee Relationship, Job Performance
An Active Feedback Program Can Spark Performance.
Walther, Fay; Taylor, Susan – Personnel Administrator, 1983
A model that emphasizes the effective use of feedback on performance can influence the job-related behaviors of subordinates. Feedback to employees requires specificity, consistency, credibility, accuracy, and a combination of positive with negative information. Feedback is essential for maintaining the job satisfaction of women in nontraditional…
Descriptors: Administrator Role, Employed Women, Employer Employee Relationship, Feedback
The Corporate EEO Officer and Limits of Lawful Protest.
Jauvits, Robert L. – Personnel Administrator, 1983
Decisions of the Equal Employment Opportunity Commission (EEOC) and the courts have affirmed that corporate Equal Employment Opportunity officers are quasi-managerial employees. Their primary role is to work with the company and its personnel to resolve problems and foster compliance with applicable employment laws and regulations. (Author/MLF)
Descriptors: Compliance (Legal), Court Litigation, Dismissal (Personnel), Employer Employee Relationship
Performance Appraisal Standards Used by the Courts.
Linenberger, Patricia; Keaveny, Timothy J. – Personnel Administrator, 1981
Reviews court decisions in which the adequacy of performance appraisal procedures was at issue and discusses the standards being used by the courts in such cases. (Author/MLF)
Descriptors: Civil Rights Legislation, Compliance (Legal), Court Litigation, Equal Opportunities (Jobs)
Issues in Hiring the Handicapped: A Positive Outlook.
Strom, Linda J.; Ferris, Gerald R. – Personnel Administrator, 1982
Reviews legislative history concerning handicapped employees, discusses the impact of pending legislation, and answers questions posed by potential employers in the private sector concerning handicapped employees' job performance, absenteeism, turnover, work relations with other workers, and insurance and accessibility costs. (MLF)
Descriptors: Accessibility (for Disabled), Business, Compliance (Legal), Cost Estimates
A Comparison of Results-Oriented and Trait-Based Performance Appraisals.
Murray, Stuart – Personnel Administrator, 1983
Data from questionnaires administered to 163 company middle managers and from their personnel files revealed that the 87 managers from a division using the management-by-objectives appraisal system are more satisfied with this system and its feedback than are the 76 respondents from a division using a subjective appraisal system. (MLF)
Descriptors: Administrator Evaluation, Employee Attitudes, Employer Employee Relationship, Evaluation Criteria
Job Design in Perspective.
Pierce, Jon L. – Personnel Administrator, 1980
Reviews studies of the relationship of job design and redesign (including skill required, variety afforded, autonomy allowed, identity of the task required, significance of the task required, feedback given, and friendship opportunities offered) to employee satisfaction and performance. (JM)
Descriptors: Employee Attitudes, Employee Responsibility, History, Job Analysis
How Performance Appraisal Can Tie Communication to Productivity.
Moravec, Milan – Personnel Administrator, 1981
Explains how clear communication of job performance expectations and evaluation can help employees improve productivity. (JM)
Descriptors: Administrator Evaluation, Communication (Thought Transfer), Employer Employee Relationship, Evaluation Criteria
How Defensible Is Your Performance Appraisal System?
Klasson, Charles R.; And Others – Personnel Administrator, 1980
A summary of the most pertinent Title VII cases as they relate to fair performance appraisal systems for promotion, layoff, salaries, and training. (Author/JM)
Descriptors: Administrator Responsibility, Compensation (Remuneration), Compliance (Legal), Court Litigation