Purpose: The aim of this paper is to investigate whether those involved with recruitment/selection (RS) react differently towards male and female trainee managers. Design/methodology/approach: Measures of the perceptions towards trainee managers were collected from 440 managers and professionals involved in recruitment/selection (RS). Findings: It…

Eight key steps for effective performance appraisal are developing a positive performance climate, organizing for results, identifying organizational results objectives, defining job responsibility, training managers, developing individual performance standards, developing meaningful performance evaluation forms, and recognizing results.…

Examines five potential problems concerning performance evaluation, including (1) personnel managers' organizational knowledge and where the employee fits in that organization; (2) how managers prepare performance standards; (3) how managers identify employee competence; (4) how performance standards are measured; and (5) results of performance…

Reports the results of a survey of personnel directors from a variety of businesses on the factors of job performance appraisals and their common weaknesses. Offers recommendations for appraisal writing, including goals, content, audience analysis, style, and potential legal problems. (HTH)

The working paper discusses the purposes and problems of staff appraisal and recommends guidelines for the creation of an active and effective appraisal and development scheme in organization. Charts illustrate the principles around which management training can be oriented regarding appraisal interviews and observation of behavior. (Author/JB)

Most business, educational, governmental, and industrial organizations use traditional manager-centered assessment and developmental approaches to fulfilling human resource needs; employee conformity supercedes employee expectations, needs, and skills. Principles of employee-centered management, listed in the article, are not understood. Major…

The document presents tools designed to assist supervisors of personnel specialists in the systematic assessment and identification of the training needs of individual personnel specialists in Federal agencies. The two major components are the questionnaires and the system of scoring and interpreting the questionnaires. The methodology will enable…

This presentation is concerned with maintenance management and operational cost control techniques. Various sources of inefficiency concerning maintenance operations are analyzed, and consideration is given to the following aspects of the development of a controlled maintenance system: control over work input, the use of planning and estimating,…

A questionnaire to gather material on the evaluation of noncertificated school personnel was sent to all school systems enrolling over 16,000 pupils. Replies were received from 232, or 72 percent of the 322 systems contacted. This circular is based on the replies of the 139 systems which indicated that they have formal programs for evaluating one…

Personnel managers examined vignettes in which an employee had made a serious mistake. Responses indicated that employees in traditionally male-identified positions were seen as more competent than those in female-identified jobs. Punishing personnel action was least likely to be recommended for men in traditionally male positions. (Author/SJL)

Administrators can discover what kinds of implicit assumptions direct their personnel decisions. From this discovery they can gain a clarification that will broaden and strengthen their basis for administrative action. All too often administrators become preoccupied with the systems they develop or inherit for structuring their work, when they…

Although the quest for better measurement of individual job performance has generated considerable empirical research in industrial and organizational psychology, the feeling persists that a good job is not really being done in measuring job performance. This research project investigated the effects of differences in both individual and systems…

A 1977 Association of Research Libraries (ARL) survey showed that more than 80 member libraries had staff persons designated as personnel officers. In a series of in-depth interviews in the spring of 1978 with some of these personnel officers, the main factors contributing to changes in personnel functions were identified as: (1) a growing number…

Compared what personnel managers in 1981 (N=174) considered important resume components, with what personnel managers in 1974 considered important. The largest differences were that more businesses in 1981 rated listing college courses as important, and more businesses in 1974 thought marital status was important. (RC)