A study of 204 managers in large organizations found that managers would prefer more participation than currently exists and that those managers who use participatory techniques have a favorable impact on employee performance and attitudes. There is much interest in participative management and usually the benefits outweigh the drawbacks. (JOW)

Available data yields an estimated validity of .27 for the Corrections Officer Interest Blank (COIB) as a predictor of job performance of corrections officers. The COIB is only weakly related to the job performance of juvenile counselors and has no relationship to the performance of probation officers. (JOW)

A literature review leads to a model for using performance appraisal information in the process of analyzing training needs. The model identifies performance discrepancies, determines causes, and chooses interventions based on internal (employee) and external (work environment) factors. (SK)

This study examines the relationship between the type of college degree, level of college degree, and superiors' perceptions of managers' attributes and their work performance in some management areas. No significant relationship has been found between managers' college education and their performance at work. Implications of these findings for…

Discriminant analysis of differences between 32 active and 12 inactive quality circles on member participation and circle performance showed that active circles had a lower failure rate, higher attendance, and higher net savings in circle projects. (SK)

Results of a study correlating work behaviors, performance appraisals and results of civil service promotion examinations suggest that exam scores are not sufficient and should not be the sole determinant of promotions. Work behaviors and job performance are time consuming to assess but should also be considered as civil service promotion…

Substance abuse among workers and its interference with job performance has remained constant over the past 15 years. Employee assistance programs educate the public, screen referrals, and provide feedback on how employees are progressing. (JOW)

The authors address management's need to train supervisors to use employee performance appraisals. Topics covered include (1) application and usefulness of the appraisal system, (2) various approaches to employee evaluation, and (3) training of supervisory personnel. (Author/CH)

Traditional promotion examinations provide limited knowledge of candidates' decision-making, administrative, and leadership skills. Having assessment center evaluators review documentation of work history related to dimensions of the job adds additional information that can improve the effectiveness of prediction of future performance. (SK)

Survey responses from 46 of 57 emergency medical technicians were used to classify 21 of them with high organization-based self-esteem (OBSE)--employees' assessment of self-worth in the organizational setting. Those with high OBSE had stronger career commitment and less intention to quit. No significant differences in career satisfaction and…

The New York State Division of Budget uses a decentralized system to assess promotion candidates by comparing their training, experience, and recent performance to the proposed position. Managers and candidates find the system more effective than traditional written/oral exams. (SK)

A study of 109 hospital employees found that those commitment to the organization and their careers had the most positive work attitudes and least intention to quit, although they also were most likely to engage in job search activities. No correlation was found between either type of commitment and job performance. (SK)

Presents a broad training format undertaken by a public jurisdiction for the successful development of performance standards. The three-hour course includes a lecture, a simulation exercise, and a discussion of the appraisal interview. (Author/CH)

Suggests that Bretz (in an earlier article) underestimated the usefulness of the college grade point average as a predictor of job success. Reviews recent findings concerning several predictors of job performance related to education. (Author/CH)

Describes the development of job-specific performance appraisal factors for 375 of the 450 classifications in a county government, which covered 90 percent of all employees. (Author)