Suggests guidelines for evaluating department heads in elementary and secondary schools, especially heads who teach. Recommends getting teacher ratings and department head self-appraisals on 12 specific job tasks, as well as requiring monthly reports from the head to the principal and observing the head's normal job activities. (RW)

A study was made of career-ladder positions that are available to students studying records management at various education levels to determine the tasks that are performed by records management personnel at various employment levels and to determine the tasks that should be included in records management courses. (CT)

Results of an eight-hour training program designed to minimize rating errors supported the hypothesis that low correlations were a result of rating errors made by supervisors. Of the five predictors, four correlated significantly with the performance ratings that were conducted after the supervisors had received the training. (Author)

Vocational scales other than those describing the occupational group in question may often predict job performance. A case is reported using Holland's Self Directed Search and two groups of policemen. Scores on the Artistic and Conventional scales consistently predict effective performance as a patrolman. (Author)

Highlights some of the main provisions of the Age Discrimination in Employment Act and its 1978 amendments and also reviews some case-law interpretations under the Act. (Author/MLF)

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)

To justify their programs, trainers should plan follow-up surveys of trainees and their supervisors which answer the questions, (1) How accurately did the training address the exact job requirements? (2) How successfully are trainees performing tasks learned? and (3) What unintended consequences have occurred? (SK)

Research indicates that when self-appraisals are obtained on a "compared to others" basis, the leniency error is very strong. Using forced distributions in rating programs contributes to defensive behaviors and lowers job performance. More research should be conducted on the effects of appraisal on immediate motivation. (Author)

Results support the moderating role of employee higher order need strength (HONS). Job performance is positively related to intrinsic as well as extrinsic sources of job satisfaction for strong HONS individuals while no such relation is found for individuals with weak HONS. (Author)

Discusses the problems that arise when a job within a company changes and the incumbent is no longer capable of handling it. Gives warning signs to look for and stresses the importance of dealing with the problem early. (JOW)

A survey of 148 industrial corporations examines mangerial actions to determine the reasons for retention of the ineffective subordinate and the coping processes used. (Author/MLF)

Presents results of a study in which organizational communication received strong support as a predictor of job satisfaction and weak support as a moderator of the job performance-job satisfaction relationship. Shows that communication dimensions with the greatest support as predictors were accuracy of information, desire for interaction,…

Discusses the International Atomic Energy Agency's definition of competence for nuclear power plant operations personnel, how competence can be identified with intellectual, physical, and psychological attributes, how levels of competence are determined, how education, training, and experience establish competence, objectives and costs of training…

Discusses high-involvement work teams, in which groups of workers participate in improving their work activities; describes how a typical work team progresses through a project; and introduces a systems model of interrelated steps through which teams may progress to solve problems. (LRW)

A study of individual and group achievement of 362 London Business School students found the strongest predictors of individual performance were English proficiency and Graduate Management Admission Test scores. Younger students and married students performed better. No predictors of group performance were found. (SK)