The Primary Purpose of Performance Review Is to Let Employees Know
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The Effect of Interpersonal Counterproductive Workplace Behaviors on the Performance of New Product Development Teams
The Effect of Interpersonal Counterproductive Workplace Behaviors on the Performance of New Product Development Teams Tianjiao Qiu California State University, Long Beach Benjamin Steven Peschek California State University, Long Beach This research aims to investigate how interpersonal counterproductive work behaviors impact new product development team performance through teamwork. Specifically, we address two aspects of team work: team trust and team learning. Analyzing survey responses from 26 student teams with hierarchical linear modeling techniques, we demonstrate that team members’ interpersonal misbehaviors lead to lower levels of emotional integration and less sharing and acquiring of new knowledge within the team. Furthermore, interpersonal misbehaviors are not only detrimental to effective team collaboration process, but also directly influence the success of new product development projects. INTRODUCTION New product development (NPD) teams are commonly adopted in organizations to optimize NPD process, rather than assigning projects to individuals solitarily (e.g., Brockman, Rawlston, Jones, & Halstead, 2010). Integrated product development is dependent upon how team members work together toward a common goal. The complex NPD process (including discovery, development, testing and launch) is inherently a group process, which requires the concerted efforts of all team members (e.g., Qiu, Qualls, Bohlmann, & Rupp, 2009). Any single team member who works in isolation will be at a disadvantage compared to a team of individuals who can utilize the entirety of the team members’ contributions. The increased need for teamwork has received wide attention in current research (Bstieler & Hemmert, 2010). One main stream of research focuses how cross-functional integration influences NPD success (e.g., Qiu et al., 2009). Another stream of research addresses the leadership role in promoting NPD performance through better coordination (e.g., Sarin & McDermott, 2003). -
Evaluation of the Puget Sound Telecommuting Demonstration
Evaluation of the Puget Sound Telecommuting Demonstration Dee Christensen, Michael Farley, Maureen Quaid and laurel Heifetz Washington State Energy Office Introduction Program Implementation The transportation sector accounts for 28 percent of all Twenty-five organizations and about 250 telecommuters, energy consumption in the United States and is a major their co-workers, and supervisors are involved in the contributor to the nation's air pollution problems (U.S. Demonstration. WSEO conducted an extensive recruitment Department of Energy May 1991. State Energy Data of organizations representing a cross section of the Paget Report). Recent improvements in automotive fuel effi Sound economy. Each organization received assistance in ciency have been overwhelmed by increases in vehicle developing telecommuting policies and procedures, select miles travelled. According to the Federal Highway ing telecommuters, and training their telecommuters and Administration, between 1960 and 1980 traffic volumes their supervisors. almost doubled, while the population grew by 26 percent. Also, traffic congestion is expected to increase by Recruitment 400 percent over the next 20 years on the interstate freeway system and over 200 percent on surface roads. Initial recruitment of potential participating organizations for the Demonstration began with the June 1989 In order to reduce energy consumption and air pollution in "Governor's Conference on Telecommuting: An Alternate the transportation sector, vehicle use and traffic congestion Route To Work.· At the conference, organization repre must be decreased. Transportation demand management sentatives were surveyed to determine their level of (TDM) strategies attempt to accomplish this by promoting interest in pursuing the telecommuting option within their alternatives to single-occupant vehicles such as transit, organization. -
The Relationship Between Job Satisfaction, Job Performance and Employee Engagement: an Explorative Study
Issues in Business Management and Economics Vol.4 (1), pp. 1-8, January 2016 Available online at http://www.journalissues.org/IBME/ http://dx.doi.org/10.15739/IBME.16.001 Copyright © 2015 Author(s) retain the copyright of this article ISSN 2350-157X Original Research Article The relationship between job satisfaction, job performance and employee engagement: An explorative study Received 15 December, 2015 Revised 6 January, 2016 Accepted 11 January, 2016 Published 20 January, 2016 Abdulwahab S. Bin Successful organizations know that employee satisfaction, performance and Shmailan employee engagement are crucial. This research was conducted to examine what contributes to a satisfied employee by examining a number of factors Department of Management and such as job fit, good communication, appreciation and clear objectives. The Information Technology, Jubail study will also look at the roles of the organization and individual in Industrial College,P.O. Box employee satisfaction. Job performance, another key success factor for 10099, Jubail Industrial City, organizations, will also be examined. The link between employee 31961, Saudi Arabia. satisfaction and performance findings will be illuminated and related examples of what can be done to improve both variables will be provided. Author’s Email: Finally, this study discusses employee engagement which combines the [email protected] above topics and much more including definitions, organizational success, and how to develop a successful employee engagement program. This study will also provide compelling information that will help to understand the advantages of having satisfied and high performing employees as well as using the power of employee engagement to be competitive and profitable. -
Resource 1: CTE Orientation to the Employer Community
Resource 1: CTE Orientation to the Employer Community Talent Pipeline Management® (TPM) TPM RESOURCE GUIDE: A Compendium for High-Quality CTE Resource 1: Table of Contents Orienting CTE to Employers, Employer Organizations, and Professional Roles .....................................................................................1.2 Employers are in both the public and private sectors ...................................................1.2 Employers in the private sector are usually classified by industry and size with one or more physical locations or establishments ................................................................................................................1.3 Employers vary widely in how they organize work and how they define their critical jobs ....................................................................................1.4 Employers vary widely on how and where they recruit talent for their most critical jobs ...........................................................................1.6 Employers utilize professionals in multiple roles for recruiting and developing talent .................................................................................1.7 Employers directly engage in workforce initiatives and partnerships as well as through trusted intermediaries, including business associations. .......................................................................................1.9 Recommended Actions for CTE Programs and Professionals .......................................................................................... -
Evaluation of a Program to Reduce Bullying in an Elementary School Jordan Elizabeth Davis Western Kentucky University, J E [email protected]
Western Kentucky University TopSCHOLAR® Masters Theses & Specialist Projects Graduate School 8-2011 Evaluation of a Program to Reduce Bullying in an Elementary School Jordan Elizabeth Davis Western Kentucky University, [email protected] Follow this and additional works at: http://digitalcommons.wku.edu/theses Part of the School Psychology Commons Recommended Citation Davis, Jordan Elizabeth, "Evaluation of a Program to Reduce Bullying in an Elementary School" (2011). Masters Theses & Specialist Projects. Paper 1079. http://digitalcommons.wku.edu/theses/1079 This Thesis is brought to you for free and open access by TopSCHOLAR®. It has been accepted for inclusion in Masters Theses & Specialist Projects by an authorized administrator of TopSCHOLAR®. For more information, please contact [email protected]. EVALUATION OF A PROGRAM TO REDUCE BULLYING IN AN ELEMENTARY SCHOOL A Thesis Presented to The Faculty of the Department of Psychology Western Kentucky University Bowling Green, Kentucky In Partial Fulfillment Of the Requirements for the Degree Specialist in Education By Jordan Elizabeth Davis August 2011 ACKNOWLEDGEMENTS I would first like to thank my committee. I appreciate each committee member’s time and hard work on this project. More specifically, Dr. Jones has been very encouraging and flexible. Without her assistance, my thesis project would not have been possible. I would also like to thank my colleague, Kristin Shiflet. She has kept me on track throughout the course of my school psychology internship. She provided motivation and was responsible for implementing materials from the Bully Free Classroom. Kristin also collected the data and coded all information for confidentiality purposes. Her efforts and dedication to this project is much appreciated. -
The Role of Job Embeddedness on Employee Performance: The
Job Embeddedness & Employee Performance The Role of Job Embeddedness on Employee Performance: The Interactive Effects With Leader‐Member Exchange & Organization‐ based Self‐esteem This Research Briefing is a service from BC HRMA’s research group. Our aim is to make it easier and quicker for HR professionals to find and apply the latest and best people management insight to their challenges and projects. This paper contains a concise and practical summary of a recent academic finding that should shape your HR practices. Summary Job Embeddedness As satisfaction‐based models have proven to be poor predictors of employees actually leaving, Job Embeddedness ‐ Originally conceived as a researchers have moved to the concept of job construct to help explain why people stay embeddedness to explain why people stay with with an orgnaization, job embeddedness uses their organizations. Job embeddedness looks three factors that are considered from both beyond the traditional factors of satisfaction and an internal and external perspective to explain commitment that have typically been people's connections to their organizations considered to retain people in organizations. It and roles. looks at connections to both the organization The three factors are: and external community and how they tie people to their organizations, influencing their Links ‐ to other people or activities in the organization and the community. decisions to stay. The research paper, “The Role of Job Embeddedness on Employee Fit ‐ with the role (e.g., skill fit) and the Performance: The Interactive Effects With community / geography (e.g., recreational fit) Leader‐Member Exchange & Organization‐based around the organization. Self‐esteem” by Tomoki Sekiguchi, James P. -
New Employee Onboarding Six Month Evaluation Page 1 It Has Been
New Employee Onboarding Six Month Evaluation Page 1 It has been several months since you began employment with the University. You have been presented with information on the University’s culture, mission, vision, values, policies, procedures and benefits. You’ve attended new employee orientation and perhaps other employee development training. Your feedback on your onboarding experience at the University is important to us. Please complete both pages of this evaluation and mail or email it to HR King Bldg/Rm. 222C. Page 1: Please indicate Yes (Y) or No (N) for each statement. Page 2: Answer the questions in the space provided. Use the rating scale to provide your overall opinion of how well the University implemented the new employee onboarding process. Please include your name on the evaluation. How do you feel about your experience? ______I feel eager to begin work. ______I feel welcomed at UNC Charlotte. ______I work in a friendly and supportive environment. ______ I feel engaged and productive in my work. What do you now know about the University and your job? ______I received essential information about the University’s culture, mission, vision and values. ______I received information in a timely manner. ______I know what is expected of me by my supervisor. ______I know what is expected of me by my coworkers. ______I know what my performance expectations are. ______I understand my job responsibilities. ______I understand the purpose of my job. ______I understand how my job fits into the mission of the University. ______I have the essential supplies, equipment, and support to do my job or know where to find them. -
Job Evaluation – Trends and the Digital Environment
Job Evaluation – Trends and the Digital Environment Why does digitalization have an impact on job evaluation? Job evaluation and grading have been a evaluation and grading in order to develop core HR process over many years, whereby a more flexible approach for agile organiza organizations typically rely on one single tions on the one hand and enable a digital evaluation method. Those methodologies organization and a digital culture on the have not undergone any significant changes other hand. In this context, digitalization and have not been directly impacted by acts as a catalyst for the development of any other major trend. The HR process of job architectures and grading structures as job evaluation and grading often requires a these have to sustain the digital organiza high level of technical expertise and partially tion. Correspondingly, the methods and an ongoing support of resources, depending tools of job evaluation have to also meet on the chosen evaluation method ology. the requirements of digitalization. Job evaluation and grading build the funda mental framework for other HR processes What is driving this trend and what role in the talent lifecycle. does job evaluation play in light of the digital transformation? While this implies no real need for change, we observe an emerging trend in the mar ket to alter traditional approaches to job Job Evaluation – Trends and the Digital Environment Enabling digital transformation digital culture. The concept of “network of through job evaluation teams” has evolved where employees are Larger projects in the area of job evaluation highly networked and collaborate across and grading are typically triggered either by teams and projects, and goals frequently a single event or by multiple factors – both change. -
Criminal Background and Job Performance Dylan Minor, Nicola Persico and Deborah M
Minor et al. IZA Journal of Labor Policy (2018) 7:8 https://doi.org/10.1186/s40173-018-0101-0 ORIGINALARTICLE Open Access Criminal background and job performance Dylan Minor, Nicola Persico and Deborah M. Weiss* * Correspondence: deborah.weiss@ northwestern.edu Abstract Northwestern University, Evanston, IL, USA Job applicants with criminal records are much less likely than others to obtain legitimate employment. Recent efforts to address this problem include campaigns to persuade employers to hire applicants with a record voluntarily and legislation such as Ban the Box laws. The success of any remedial strategy depends on whether employer concerns are founded on an accurate view of how employees with a criminal background behave on the job if hired. Little empirical evidence now exists to answer this question. This paper attempts to fill this gap by examining firm-level hiring practices and worker-level performance outcomes. Our data indicate that individuals with criminal records have a much longer tenure and are less likely to quit their jobs voluntarily than other workers. Some results, however, differ by job: sales employees with a criminal record have a higher tendency than other workers to leave because of misconduct, while this effect is smaller and less significant forcustomerserviceworkers.Byexaminingpsychometric data, we find evidence that bad outcomes for sales people with records may be driven by job rather than employee characteristics. We find some evidence that psychometric testing might provide a substitute for the use of criminal records, but that it would not in our own sample. Keywords: Criminal records, Discrimination, Personnel economics, Job performance JEL Classification: K14, J24, J78 1 Introduction Job applicants with a criminal record are much less likely than others to receive an offer of employment. -
Wendell C. Taylor, Phd, Mph
Taylor 1 WENDELL C. TAYLOR, PHD, MPH CURRENT POSITION AND ADDRESS Associate Professor (with Tenure) of Health Promotion and Behavioral Sciences Department of Health Promotion and Behavioral Sciences Center for Health Promotion and Prevention Research The University of Texas Health Science Center at Houston School of Public Health 7000 Fannin Street, Suite 2670 Houston, Texas 77030 Telephone: 713.500.9635 Fax: 713.500.9602 E-mail: [email protected] EDUCATION Institution Degree Date Conferred Field of Study The University of Texas Health MPH 1989 Community Health Science Center at Houston Practice School of Public Health Houston, TX (Postdoctoral Fellow: 1987–89) Arizona State University PhD 1984 Social Psychology Tempe, AZ Eastern Washington University MS 1974 Psychology Cheney, WA Grinnell College AB 1972 Psychology Grinnell, IA PROFESSIONAL EXPERIENCE 09/2009–Present Admissions Officer Department of Health Promotion and Behavioral Sciences The University of Texas Health Science Center at Houston School of Public Health Houston, TX 09/1999–Present Associate Professor (with Tenure) of Health Promotion and Behavioral Sciences Department of Health Promotion and Behavioral Sciences Center for Health Promotion and Prevention Research The University of Texas Health Science Center at Houston School of Public Health Houston, TX October 3, 2019 Taylor 2 09/1999–09/2001 Convener of Behavioral Sciences Discipline The University of Texas Health Science Center at Houston School of Public Health Houston, TX 09/91–08/99 Assistant Professor -
Whistleblower Protections for Federal Employees
Whistleblower Protections for Federal Employees A Report to the President and the Congress of the United States by the U.S. Merit Systems Protection Board September 2010 THE CHAIRMAN U.S. MERIT SYSTEMS PROTECTION BOARD 1615 M Street, NW Washington, DC 20419-0001 September 2010 The President President of the Senate Speaker of the House of Representatives Dear Sirs and Madam: In accordance with the requirements of 5 U.S.C. § 1204(a)(3), it is my honor to submit this U.S. Merit Systems Protection Board report, Whistleblower Protections for Federal Employees. The purpose of this report is to describe the requirements for a Federal employee’s disclosure of wrongdoing to be legally protected as whistleblowing under current statutes and case law. To qualify as a protected whistleblower, a Federal employee or applicant for employment must disclose: a violation of any law, rule, or regulation; gross mismanagement; a gross waste of funds; an abuse of authority; or a substantial and specific danger to public health or safety. However, this disclosure alone is not enough to obtain protection under the law. The individual also must: avoid using normal channels if the disclosure is in the course of the employee’s duties; make the report to someone other than the wrongdoer; and suffer a personnel action, the agency’s failure to take a personnel action, or the threat to take or not take a personnel action. Lastly, the employee must seek redress through the proper channels before filing an appeal with the U.S. Merit Systems Protection Board (“MSPB”). A potential whistleblower’s failure to meet even one of these criteria will deprive the MSPB of jurisdiction, and render us unable to provide any redress in the absence of a different (non-whistleblowing) appeal right. -
Work-Study Evaluation Form
Work-Study Evaluation Form 1: EMPLOYEE INFORMATION Employee Job ID Date Supervisor Job Title Period of Review □ Mid-Fall □ End of Fall □ Mid-Spring □ End of Spring □ Mid-Summer □ End of Summer 2: CORE VALUES Performance Category Rating Comments/Notes/Examples Attendance and Punctuality □ Exceeds expectations Reports for work consistently and on time; Meets expectations provides timely notice of need for absence □ Does not meet expectations or deviations from schedule □ Quality of Work □ Exceeds expectations Work is completed accurately, efficiently, Meets expectations and within deadlines □ □ Does not meet expectations Judgement & Decision-Making □ Exceeds expectations Makes thoughtful, well-reasoned decisions; Meets expectations exercises good judgment; exhibits □ Does not meet expectations resourceful problem-solving □ Initiative & Flexibility □ Exceeds expectations Demonstrates initiative; seeks out additional Meets expectations responsibility; identifies challenges & □ Does not meet expectations solutions; adjusts to unexpected changes □ Communication □ Exceeds expectations Written/verbal communication is clear, Meets expectations organized, & effective; listens and □ Does not meet expectations comprehends well □ Teamwork & Cooperation □ Exceeds expectations Respectful of and works well with Meets expectations colleagues; contributes to group goal □ Does not meet expectations achievement □ 3: LEARNING OUTCOMES Learning Outcome (from Posting) Rating Comments/Notes/Examples □ Needs Improvement □ Adequate □ Displays Mastery □ Needs Improvement