Performance conversations are a critical and necessary part of performance management. Feedback is most effective when it is constructive and when it involves a dialogue rather than a monologue, but people often struggle with this skill. This activity includes an experiential exercise that applies a five-part process for performance feedback,…

The author presents a training program for supervisors designed to improve an organization's performance appraisal system. Legal issues surrounding performance appraisal are discussed. Course topics include (1) definition and purpose of performance appraisal, (2) how appraisals can improve performance, (3) negative reactions and how to overcome…

The majority of empirical studies on performance appraisal (PA) systems focus on the search for the perfect form in which subjective traits are replaced by objective and job-relevant, measurable behaviors. Organizations using a PA system to evaluate their employees struggle with issues of implementation, adaptation, and linkage with other human…

This document defines the standards and characteristics of an assessment center. An assessment center consists of a standardized evaluation of behavior based on multiple inputs. Multiple trained observers and techniques are used. Judgments about behavior are made, in part, from specially developed assessment simulations. These judgments are pooled…

Abilities or competences that ensure effective managerial performance were studied, and a model of effective managerial performance was developed. Performance, perceptions, and careering and professional development of 103 women managers and executives from 53 Milwaukee private corporations were described using a recently developed performance…

The purpose of this paper was to examine an approach to assessing educational needs for school board members, superintendents, and principals and to do that in a way that counteracts the remarkable amount of trivia that has been written on this particular topic. The EASI instrument--Educational Administration Skills Inventory--was used to produce…

Designed to provide pre- and inservice vocational education administrators with the skills necessary to evaluate staff performance, this competency-based learning module consists of an introduction and three sequential learning experiences. Each learning experience contains an overview with objectives and required and optional learning activities.…

This is the third module in a four-module training package for use in inservice seminars or workshops on performance appraisal and employee development. Module 3 focuses on the actual performance review process. The first part outlines requirements for constructing objective, workable employee development plans, in particular factors resulting in…

This is the second module in a four-module training package for use in inservice seminars or workshops on performance appraisal and employee development. Module 2 concentrates on different methods of performance evaluation, including essay, ranking, forced distribution, nonanchored rating scale, weighted checklist, forced choice, critical…

This is the first module in a four-module training package for use in inservice seminars or workshops on performance appraisal and employee development. It also contains an introductory manual with general information pertaining to all four modules in addition to specific outlines and objectives for each of the modules. Module 1 overviews the…

This is the fourth module in a four-module training package for use in inservice seminars or workshops on performance appraisal and employee development. Module 4 addresses employee feedback and counseling aspects of performance evaluation. Primary emphasis is on use of performance reviews as employee development tools. Two related content areas…

This document presents and discusses a self-assessment checklist that the General Accounting Office (GAO) developed to enable agency leaders to examine their human capital efforts through a process consisting of the following stages: analyze and plan; implement change; and evaluate and continuously improve. The preface defines the term "human…

These proceedings begin with the schedule, conference committee membership lists, and detailed agenda of the 1998 conference of the Academy of Human Resource Development, which explored the relationship between learning and performance. Presented next are papers grouped by the conference's 35 symposium topics, which are as follows: university…