Purpose: This paper aims to explore the performance appraisal (PA) aspects that are connected with organizational justice, and more specifically three kinds of justice, namely distributive, procedural and interactional justice. Design/methodology/approach: The research is based on a sample of 170 respondents who answered a questionnaire giving…

Purpose: The aim of this paper is to give a critical assessment of a study designed to investigate the potential of a new method for teaching HRD students about performance appraisal. It is argued that this approach is in the vanguard of developments in IT and learning. Design/methodology/approach: The paper takes the form of an explorative study…

Purpose: This paper aims to review the relevant literature on training needs assessment (TNA) with an objective to provide users/beneficiaries of TNA with the understanding of its growing concept, multiple uses (outcomes), and valuing these uses (antecedents). Design/methodology/approach: To conduct the literature review on uses of TNA, the…

Purpose: The purpose of this paper is to analyze critically the most important methods that are used in the evaluation of human resource development (HRD). Design/methodology/approach: The approach is to ask two questions: What are the methods available to define the impact of HRD in the economy? How can we evaluate the evaluations that have been…

Purpose: The aim of this paper is to investigate whether those involved with recruitment/selection (RS) react differently towards male and female trainee managers. Design/methodology/approach: Measures of the perceptions towards trainee managers were collected from 440 managers and professionals involved in recruitment/selection (RS). Findings: It…

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…

Evaluation of a hospital's performance appraisal system collected data from 74 survey responses and 39 interviews. Staff comments revealed varying degrees of involvement with and commitment to the process. The need for employees and supervisors to formulate, implement, and review training and development plans jointly was emphasized. (SK)

Counters the following myths: competence has been defined; managerial effectiveness can be identified; management is generic; effectiveness can be measured; management is composed of skills, behaviors, or traits; and only maximum performance counts. (SK)

Explores the nature of 360 degree feedback, investigates factors that have influenced its emergence, and contrasts it with more traditional performance management processes. Identifies benefits and problems, considers issues surrounding sources of feedback, and discusses issues related to the use of multirater feedback. (Contains 99 references and…

A form of occupational analysis called DACUM (Developing a Curriculum) and its advantages in course development and performance assessment are discussed and specific suggestions on conducting a DACUM session are provided. (CT)

Introduces training personnel to the Instructional Systems Development approach. Presents information on this process for the development and conduct of efficient, effective performance-based training programs. Methodology is presented in five phases: analyze, design, develop, implement, and control. (Author/CH)

Identification of the training and development needs of administrative support staff is not aided by conventional performance appraisal, which measures summary or comparative effectiveness. Meaningful diagnostic evaluation integrates three levels of analysis (organization, task, and individual), using behavioral expectation scales. (SK)

This article discusses the role of the auditor and describes a seven-stage training audit model currently being employed by a multinational United Kingdom bank. Stages include familiarization, auditing the client, auditing the program, auditing the program organizer, auditing the consumer, presenting the report, and tasking action agencies. (CT)

The author discusses learning curves versus performance curves. He examines how performance curves are created, how they are used, how they evaluate performance, and how they can be used as analysis tools for training system performance. Case studies are included. (CT)

As the present legal climate makes it necessary for management to be able to validate their personnel selection and promotion systems, the authors offer some methods for making decisions about criteria for finding, training, and assessing personnel. (MF)