A more effective and efficient appraisal system of judging performance and performers is examined. (Author/BP)

In this first of a two-part article, issues to be considered and alternatives available in developing a performance appraisal program are reviewed and discussed. Topics covered include selecting an appraisal base and appraisal techniques, and determining appraisers and reducing individual bias. (TA)

The difficulties of over-reliance on prepackaged assessment center programs are discussed, along with pointers for determining whether a company should use prepackaged or custom-designed assessment centers. (JOW)

A study of current trends in performance evaluations indicates that most large organizations are placing increasing emphasis on the importance of performance appraisal and are making continuing efforts to improve their systems. Trends include narrative evaluations, typing pay more closely to performance, and frequent changes in the appraisal…

The authors present guidelines for results-based management appraisal based on a pilot program in New York City government. Included are steps in formulating objectives, standards of accomplishment, and expected results for different types of executive and technical personnel. (MF)

Discusses the importance of documenting training efforts. The article describes several measurements and indicators of skill levels and the need to identify the set of behaviors that reflect the desired attitudes. It also discusses setting up rewards for employees whose on-the-job behavior conforms to the behaviors that reflect quality…

The Bottoms Up/Tops Down approach to evaluating employee performance encourages employees to seek appraisal and, at the same time, expects managers and supervisors to conduct a performance appraisal interview with each employee. The processes involved in this approach to performance appraisal and its value in determining training needs are…

Describes the Martin Marietta Corporation's modular training program that teaches managers to conduct performance appraisals. The article also explains the purposes of performance appraisals, outlines the components of a performance system, reviews the performance appraisal process, and discusses the use of role-playing. (CT)

Discusses four types of telemarketing centers and their human resource needs, selecting the right people for the job, motivating and compensating employees, and handling burnout and turnover. Charts are included illustrating key tasks and job design factors, selection criteria, and training and development factors. (CT)

Offers rationale for emphasizing management by job standards (MJS) rather than management by objectives. Presents program assumptions and implementation issues. One issue is that supervisors and, if possible, employees need to develop skill in writing job standards. Provides guidelines/examples for developing job standards. Examines implementation…

Faith in the effectiveness of personnel evaluation comes partially from its planned redundancy. Both supervisor and employee write with the second-level reviewer in mind, responding to what they think the other needs. The communication gap is caused by the lack of guidance from the reviewer regarding expectations and standards. (JOW)

The Potential Evaluation Program measures which characteristics contribute to an individual's potential to advance within an organization. From such a program a synopsis of organization trends and individual subordinates' growth can be charted, resulting in measurement of the general over-all ability of the organization to foster its own growth…

A continuation of a two-part article about performance appraisal programs, this part examines program design and implementation. Topics covered include a systems approach, designing forms and establishing procedure, and maintaining the program. (TA)

Areas to consider when conducting personnel performance evaluations are discussed. They include: job related criteria, subjective criteria, performance expectations, performance standards, regular scheduling of evaluations, and formal documentation. Guidelines to deal with problems in these areas are also presented. (CT)