If public organizations do not begin to critically evaluate the conduct of their assessment centers, they may be risking the demise of what has been and can continue to be a very effective selection device. (Author)

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)

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…

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)

Although appropriate rater behaviors are critical to the success of any performance appraisal system, raters frequently receive little or no training regarding how to carry out their role successfully. This article outlines the major elements that should be included in an effective rater training program. Suggested training approaches and the need…

Describes the purposes, form, and content of staff appraisal schemes in ten countries' public administrations and discusses a number of related trends and issues. Examines the effects of these trends in light of the organizations' experiences and draws attention to the inadequate monitoring and evaluation of staff appraisal schemes. (Author/JG)

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)

This article takes a comprehensive look at the controversial issue of "comparable worth." The effects of congressional legislation, the courts' interpretation of that legislation, job evaluation techniques, and marketplace value of jobs are discussed and evaluated. (Author)

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)

Responses from 303 of 411 North Carolina municipalities determined that use of modern personnel practices was greatest in recruitment/selection, moderate in compensation/benefits and employee rights/regulations, and marginal in performance appraisal. Factors affecting greater use were larger work force and presence of city managers. (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)

A significant main effect was found for type of work environment, confirming the hypothesis that public sector supervisors were more lenient in their evaluations of older employees. Female supervisors were found to be more unfavorable in their evaluations of older employees. Implications of findings and suggestions for future research are offered.…

This study explores sex and race bias in job performance appraisal. After a brief review of the literature in the area, the authors investigate the job performance appraisal techniques of supervisors at a particular government agency in the Southeast. (Author)

This update of the International Personnel Management Association's guidelines for organizational psychologists, human resource management specialists, and others addresses elements of assessment centers, policy statements, assessor training, informed participation, and participants' rights. (SK)

Provides a variety of approaches to administering individual salaries on the basis of evaluated performance. Describes methods of precalculating and controlling salary expenditures while simultaneously administering salaries on a "relative" rather than "absolute" performance rating system. (Author)