Increasing appraisal frequency can be an effective way of overcoming reluctance to administer appraisals, increasing the accuracy of the performance rating, enhancing employee satisfaction and acceptance of the appraisal, and mitigating judicial charges of discrimination. (Author)

The results of this study indicate that a single performance evaluation should not be used for different purposes since the stated purpose of the evaluation can affect the actual performance rating. (Author/IRT)

Analyzes the strengths and weaknesses of assessment center methodology and then outlines an innovative system--the integral appraisal system--that uses some assessment center principles to examine managers' behavior on the job. (Author/IRT)

The issues and cases discussed demonstrate that performance appraisal procedures must be validated in the interest of fairness to employees, efficiency of operations for the employer, and prevention of expensive and time-consuming litigation. (Author)

The authors look at the advantages of skill-based pay, the situations in which it seems to be particularly effective, and how such a pay plan works in actual practice. (Author)

The authors state that when career development and performance appraisal are viewed as supporting each other, each becomes stronger. Consequently, each is in a better position to achieve the broad organizational objective of increasing the contributions of human resources. (CT)

This article reports on a survey of flexitime programs in three industries: banking, insurance, and public utilities. It addresses these questions: To what extent is flexitime in use among clerical workers? What are flexitime's effects on employee and organizational performance? Survey results concern work quality, absenteeism, overtime, job…

Considers the courts' and enforcing agencies' interpretations of the requirements that Title VII imposes on employers and then analyzes the implications for performance appraisal systems. Among the implications are that appraisal systems should be as formal, standard, objective, and job-related as possible. (Author/IRT)

Differentiated staffing permitted Cupertino Union School District to dispense with a single salary schedule and to develop job classifications based on differentiation of duties and responsibilities. The plan included principals and other administrators. (Published by American Management Associations, Subscription Services, Box 319, Saranac Lake,…

After a discussion of the responsibility of supervisor training and the requirements for change in supervisor behavior, 12 approaches to determining supervisor training needs are outlined. These include analyzing the supervisor's job, analyzing problems, asking the supervisors, asking their bosses, asking their subordinates, observing supervisory…

Presents a model of a conceptually integrated career development program. The model uses the notion of competencies to integrate a career development program into an organization, since the goals and objectives of any organization, in some way, are linked with human resources requirements. (CT)