Training Appraisal Research Articles

Erratum

For the past 50 years or so, Employee Assistance Programmes (EAPs) have been increasingly utilised in their countries of origin, Canada and the USA, as a means of controlling the effects of alcohol misuse in the workplace. A research study was undertaken in a large Australian corporate bank to provide some preliminary in‐depth qualitative data on the problems of implementing such a programme. It concluded that EAP guidelines should focus on strengthening natural processes of causal investigation in relation to poor performance through training. EAP introduction should also include some form of organisation analysis, whereby the compatibility of the predesigned programme with existing organisational systems (e.g. performance appraisal, disciplinary procedures, supervisory and managerial training) can be assessed.

Improving the accuracy of performance evaluations: Comparison of three methods of performance appraiser training.

Sur un echantillon de superviseurs (n=52) les auteurs ont compare trois methodes d'entrainement aux competences d'evaluateur des performances professionnelles: le «rater, error training», l'entrainement a l'observation et l'entrainement a la prise de decision

Improving the accuracy of performance evaluations: Comparison of three methods of performance appraiser training.

Improving the accuracy of performance evaluations: Comparison of three methods of performance appraiser training.

Teams and teamwork: A study of executive‐level teams

National Productivity ReviewVolume 7, Issue 1 p. 1-19 Article Teams and teamwork: A study of executive-level teams Robert E. Lefton, Robert E. Lefton Robert E. Lefton is cofounder and president of Psychological Associates, Inc., in St. Louis, Missouri. He has extensive consulting experience in the areas of sales, marketing management, and organization development. He earned a Ph.D. in psychology at Washington University and has served on its faculty. He is coauthor of three books, including EfSective Motivation Through Performance Appraisal (Ballinger, 1977) and Improving Productivity Through People Skills (Ballinger, 1980). V. R. Buzzotta is cofounder and chairman of the board of Psychological Associates, Inc. He earned a Ph.D. in psychology from Washington University and has developed new concepts in sales, management, and appraisal training. He is coauthor of three books, including, with Dr. Lefton, EfSective Motivation Through Performance Appraisal and Improving Productivity Through People Skills.Search for more papers by this authorV. R. Buzzotta, V. R. Buzzotta V. R. Buzzotta is cofounder and chairman of the board of Psychological Associates, Inc. He earned Ph.D. in psychology from Washington University and has developed new concepts in sales, management,and appraisal training. He is coauthor of three books, including, with Dr. Lefton, EfSective Motivation Through Performance Appraisal and Improving Productivity Through People Skills.Search for more papers by this author Robert E. Lefton, Robert E. Lefton Robert E. Lefton is cofounder and president of Psychological Associates, Inc., in St. Louis, Missouri. He has extensive consulting experience in the areas of sales, marketing management, and organization development. He earned a Ph.D. in psychology at Washington University and has served on its faculty. He is coauthor of three books, including EfSective Motivation Through Performance Appraisal (Ballinger, 1977) and Improving Productivity Through People Skills (Ballinger, 1980). V. R. Buzzotta is cofounder and chairman of the board of Psychological Associates, Inc. He earned a Ph.D. in psychology from Washington University and has developed new concepts in sales, management, and appraisal training. He is coauthor of three books, including, with Dr. Lefton, EfSective Motivation Through Performance Appraisal and Improving Productivity Through People Skills.Search for more papers by this authorV. R. Buzzotta, V. R. Buzzotta V. R. Buzzotta is cofounder and chairman of the board of Psychological Associates, Inc. He earned Ph.D. in psychology from Washington University and has developed new concepts in sales, management,and appraisal training. He is coauthor of three books, including, with Dr. Lefton, EfSective Motivation Through Performance Appraisal and Improving Productivity Through People Skills.Search for more papers by this author First published: Winter 1987 https://doi.org/10.1002/npr.4040070102Citations: 4 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Citing Literature Volume7, Issue1Winter 1987Pages 1-19 RelatedInformation

A New Multi‐media Training Package for Staff Appraisal Part 3: Lessons Learned

In the previous two articles, we explained the background, the steps in design and testing, and discussed in detail the components of the Staff Appraisal Training package and how it is being used in the Civil Service. In this, the last article, we go on to describe the lessons we learned during the life of this fascinating project and to make suggestions about how the material can be used by organisations outside the Civil Service.

Performance Appraisers as Test Developers

Performance appraisal is reinterpreted as a test development task, and the appraiser is examined in terms of how well he/she can utilize ratee information validly in judging performance. Appraisal formats and appraiser training programs are critically evaluated as aids for developing good tests. New directions in format development and training are suggested for increasing appraisal accuracy.

Appraiser Training: Teacher Performance Evaluation Training for School Administrators

(1984). Appraiser Training: Teacher Performance Evaluation Training for School Administrators. The Clearing House: A Journal of Educational Strategies, Issues and Ideas: Vol. 58, No. 3, pp. 128-130.

EFFECTIVENESS OF PERFORMANCE APPRAISAL TRAINING USING COMPUTER ASSISTED INSTRUCTION AND BEHAVIOR MODELING

The present study evaluated the effectiveness of performance appraisal training in an organizational setting. Four hundred and two middle level managers were randomly assigned to one of three conditions: no training, computer assisted instruction only (CAI), or CAI training plus a behavior modeling workshop (CAIW). Training effectiveness was assessed on two categories of dependent variables, managerial learning and managerial job performance. As predicted trained managers were found to be more knowledgeable of performance appraisal than untrained managers. Also as predicted, managers in the CAIW group conducted appraisal discussions which were perceived by employees as more satisfying than employees of managers in the no training group. Only partial support was obtained for the hypothesis that trained managers would be more effective in completing performance appraisal forms.

The flying bedstead — or objectives without tears

The bedstead framework, as presented in this article was created as a result of helping a fellow trainer. He was running an appraisal training course and had a problem in helping the delegates clarify standards of performance. One of us was using a flipchart to show him how standards can be seen to surround a task in a time relationship, when the other appeared on the scene and put some structure into the idea by separating the various standards with lines. Haying done this, we re‐drew the lines by themselves and this in turn prompted the comparison to a bedstead. Regardless of the fact that neither of us can now see anything much like a bedstead in the shape, it has remained, and always will be, the bedstead to us.