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1.
360度反馈得到国内外企业的共同青睐,成为诸多企业绩效评估中的首选工具。为了使360度反馈更有效、更公平地进行,本文将评估对象界定为管理人员,从三个方面进行了探讨:与评估者进行有效的培训与沟通;对不同的评估主体制定不同的考核重点;合理安排各阶段评估人员及其权重。 相似文献
2.
Multisource feedback (often called 360‐degree feedback) is, in itself, an excellent idea. In practice, though, multisource feedback is often implemented in a way that can do more harm than good. Many commercially available 360‐degree feedback programs seem to be poorly designed. They may provide reasonably accurate assessments but are inadequate in their delivery of those assessments. The problem lies primarily in the way they deliver the feedback. In this article, we discuss the problems and offer some remedies. 相似文献
3.
慕彦瑾 《内江师范学院学报》2007,22(1):25-28
360度反馈评价是近年来从西方企业或组织的人力资源管理中借鉴的一种绩效评估和职业发展的评估工具。具有评价的公正、真实、全面、客观和准确等特征。在内容、结构、标准、评价者和结果反馈等方面也有特殊要求。在对它的运用过程中常出现标准不明确、未作工作分析和预测、依赖上级评价和缺乏沟通等问题。有鉴于此,我们应正确理解360度反馈评价的价值,重视企业高层领导的决定作用,注意使用360度反馈的文化差异问题。 相似文献
4.
The human performance technology (HPT) model suggests various interventions to meet organizational challenges. While the original model includes a matrix to match an intervention according to a performance analysis, accumulated experience and recent research show that there are several parameters that will influence the validity and effectiveness of the solution. This article offers a 360‐degree approach to support the use of a performance model that helps practitioners to select the proper HPT intervention according to key attributes that influence the solution. Successful implementation, such as target audience characteristics and work processes that are at the heart of organizational needs, are examples of the benefits provided by this approach. The model is based on research conducted by Gal and Nachmias (2011, 2012) concerning performance support solutions success factors in corporate settings. In addition, experiences gained by both authors as they implemented HPT solutions in large organizations are considered. 相似文献
5.
Ji Hoon Song 《Performance Improvement Quarterly》2011,24(3):55-76
The purpose of this research was to examine the mediating roles of job autonomy and the quality of the leader–member relationship to explain the impact of organizational support on team performance. A total of 228 cases collected from Korean business organizations were used for data analysis. Hierarchical multiple regression, Type 1 SS‐based general linear modeling, and structural equation modeling were used for analyses. All results were compared to examine the magnitude of the interactions of two mediating variables—job autonomy and leader–member relation quality—to predict the influence of organizational support on team performance. Results include (1) two mediating variables played partial mediating roles; (2) between the mediating variables, leader–member relations maximized the magnitude of job autonomy; (3) organizational support was the commanding predictor for team performance, while it was found to be a statistically nonsignificant factor, which did not directly influence team performance. Conclusions are described, followed by limitations and future research recommendations. 相似文献
6.
K. Peter Kuchinke 《Performance Improvement Quarterly》2000,13(1):46-59
This survey‐based study investigated information and feedback‐seeking behavior in U.S. and British human resource development and training settings. It involved some 400 participants at two U.S. and three British universities and government agencies. Using self‐and other‐rating forms, the results indicated differences in perception of teaching styles and source, frequency, and usefulness of information regarding performance feedback and learning objectives. The study suggests that adult learners self‐regulate in learning situations to a greater degree than instructors anticipate. The study has implications for the education and training of HRD instructors and trainers and adds to the knowledge base of instructional theory. 相似文献
7.
马永义 《教学研究(河北)》2007,30(6):506-509
高校是一个有组织的松散系统,高校学生中存在非正式组织。非正式组织影响学校管理者的绩效,且在结构、组织成员、组织领导、组织规范、沟通以及凝聚力等方面都与正式组织有很大差异。管理者要创造良好的环境,激励和正确引导学生中的非正式组织,以提高学校的教育教学水平及科研学术水平。 相似文献
8.
Marie‐Line Germain 《Performance Improvement》2012,51(5):32-39
The assumption that effective leaders differ in some identifiable and fundamental ways from other people is still a large part of mainstream industrial‐organizational psychology. Based on a research review on the trait theory of leadership and the concept of expertise, this article finds a convergence between leader and expert traits. Results suggest that leaders and experts may share similar characteristics, with expertise encompassing skills theory. Implications for performance improvement and human resource developers are discussed. 相似文献
9.
刘昕 《四川教育学院学报》2013,29(5):38-43
以REI专业技术人员为试点对象,在完成工作分析、形成岗位说明书的基础上,根据PDCA循环思想设计绩效管理体系,从分析战略目标、制定绩效计划开始,在绩效管理实施过程中,结合REI自身特点,在分科室和员工两个层次建立关键绩效指标的基础上,运用360度反馈考核法对绩效进行分析评价;最后对评价结果进行反馈面谈,并将其应用于员工发展计划、培训、人事变动等方面,以确保方案的顺利实施。通过动态循环的绩效管理方案的有效实施,为REI专业技术人员绩效管理的完善和提升以及战略目标的实现提供有力支持,以便有效提高REI的服务质量和工作效率,谋求更大发展。 相似文献
10.
R. Martens C. de Brabander J. Rozendaal M. Boekaerts R. van der Leeden 《Educational studies》2010,36(3):311-327
The way students perceive a learning climate (e.g. controlling or stimulating) is significantly influenced by feedback and assessment. However, at present much is unclear about the relation between feedback and motivational state. More specifically, the interplay with student characteristics is unclear. Since there is a strong increase of group work, the central research question is what are the effects of positive, neutral or negative feedback presented to collaborating teams of students, on students’ intrinsic motivation, performance and on group processes? One hundred thirty‐eight higher education students participated in this study. There were no significant differences in performance across conditions. Multi‐level analysis enabled a detailed comparison between groups and individual members of groups. Amongst others, it was found that feelings of competence facilitate the effect of positive feedback at the group level, which suggests that positive feedback boosts interest especially in groups of highly competent students. 相似文献
11.
Jerry W. Gilley 《Performance Improvement Quarterly》1989,2(1):43-54
Improved organizational efficiency can only be accomplished if the employees within an organization have developed the skills, competencies, knowledge, and attitudes to perform at the highest possible levels. To a limited degree this can be accomplished via training, but employees develop the fundamental skills, competencies, knowledge, and attitudes related only to their current job. As a result, the organization is only indirectly impacted. This refers to the micro perspective of improved organizational efficiency. Organizational efficiency can also be accomplished through organizational development, but the individual employee is often overlooked during this process. Without employee commitment to improve efficiency, it will be short-lived. This approach refers to the macro perspective of improved organizational efficiency. Both the micro and macro perspectives of improved organizational efficiency have their weaknesses. Thus, a combination of the two processes is necessary. Career development is that combination. Career development is a process which enables employees to develop beyond the fundamental skills, competencies, knowledge, and attitudes required for their present job assignments. It is a process which is focused on improving organizational efficiency while relying on the development of the individual employee. Performance improvement practitioners can provide learning activities which improve employees' skills, competencies, knowledge, and attitudes by viewing improved organizational efficiency from an individual (micro) perspective while remaining dedicated to the overall enhancement of the organization (macro). However, many performance improvement practitioners fail to see the connection between training and overall organizational development. These terms are often used interchangeably which leads to the increased confusion and misapplication of each process. It is necessary, therefore, to arrive at an acceptable definition in order to communicate effectively the intent as well as the similarities and differences of the processes. This will enable performance improvement practitioners to better understand the commonalities of each process. It is this understanding that serves as the basis of this article and the forthcoming recommendations. 相似文献
12.
Outdoor leader decision-making is often cited as one of the most important competencies that professionals in the field possess. However, little discussion regarding the development of decision-making ability appears in the outdoor leadership literature. Psychologists in other fields have investigated the progression from novice to expertise and the following scenario illustrates differences: expert/novice decision-making as indicated with submarine commanders and air traffic controllers as subjects. This paper attempts to make theoretical connections between research in cognitive and social psychology, and outdoor leader development, and in doing so, discusses research in expert/novice differences in decision-making, situation assessment, naturalistic decision-making, and professional development. Implications and suggestions are made for application to current training practices; these include training for ill-structured problems, for a heavy workload, time stress and high stakes, as well as multiple players, and organizational norms. Suggestions for additional research are also included. 相似文献
13.
14.
Tor Busch 《Scandinavian Journal of Educational Research》2013,57(4):311-318
Gender differences in perceived self‐efficacy and academic performance in marketing, organizational behaviour, accounting, computing, mathematics and statistics were investigated in 154 college students studying business administration. At the beginning of their second year in college, the students completed a questionnaire designed to measure self‐efficacy in subjects they had studied during their first year. The female students had significantly lower self‐efficacy in computing and marketing and higher self‐efficacy in statistics than the male students. Except for statistics, where female students outperform their male counterparts, there were no significant gender differences in academic performance. 相似文献
15.
Richard James 《International Journal for Academic Development》2013,18(2):35-41
Abstract This paper takes as a starting point the interest in organization theory in the idea of ‘learning organizations’ and the practical implications for conceptualizations of academic development. In doing so, it analyses epistemological and methodological complexities associated with the concept of academic development from a perspective that focuses on organizational learning. The contention of the paper is that an appropriate theoretical basis for academic development in the current times is provided by a broad organizational learning perspective. It is argued that an organizational learning methodology for the practice of academic development has the potential to provide powerful learning and feedback structures well‐suited to institutional inquiry and adaptation that will assist universities to meet the turbulence and challenges of an unpredictable future. A vignette from The University of Melbourne describes a prototype for such a methodology. 相似文献
16.
David Ripley Irene Hudson Robin Turner AAhad Osman‐Gani 《Performance Improvement Quarterly》2006,19(1):41-66
This exploratory study examines cross‐national similarities and differences in employee perceptions of issues in the work environment in 17 organizational work settings in seven Asia‐Pacific countries; Australia, Malaysia, New Zealand, Singapore, South Korea, Taiwan, and the United States. Employees at these 17 sites indicated their degree of agreement with statements about 60 work environment issues which previous research has shown impact performance. Resulting data were compared using coefficients of concordance as described by Gibbons (1971) at three levels of analysis. Analysis indicated that differences and similarities in responses did not reflect those one would expect to find based on previous well‐known research concerning cultural differences in those same countries (Hall, 1976; Hofstede, 1980, 2001). This suggests that relying primarily on national cultural differences is not a sufficient guide for the design of performance improvement interventions in various countries and that other context factors need to be taken into account. Possible hypotheses for future research are offered. 相似文献
17.
Jerry W. Gilley 《Performance Improvement Quarterly》1997,10(1):213-225
Improved organizational efficiency can only be accomplished if the employees within an organization have developed the skills, competencies, knowledge, and attitudes to perform at the highest possible levels. To a limited degree this can be accomplished via training, but employees develop the fundamental skills, competencies, knowledge, and attitudes related only to their current job. As a result, the organization is only indirectly impacted. This refers to the micro perspective of improved organizational efficiency. Organizational efficiency can also be accomplished through organizational development, but the individual employee is often overlooked during this process. Without employee commitment to improve efficiency, it will be short-lived. This approach refers to the macro perspective of improved organizational efficiency. Both the micro and macro perspectives of improved organizational efficiency have their weaknesses. Thus, a combination of the two processes is necessary. Career development is that combination. Career development is a process which enables employees to develop beyond the fundamental skills, competencies, knowledge, and attitudes required for their present job assignments. It is a process which is focused on improving organizational efficiency while relying on the development of the individual employee. Performance improvement practitioners can provide learning activities which improve employees' skills, competencies, knowledge, and attitudes by viewing improved organizational efficiency from, an individual (micro) perspective while remaining dedicated to the overall enhancement of the organization (macro). However, many performance improvement practitioners fail to see the connection between training and overall organizational development. These terms are often used interchangeably which leads to the increased confusion and misapplication of each process. It is necessary, therefore, to arrive at an acceptable definition in order to communicate effectively the intent as well as the similarities and differences of the processes. This will enable performance improvement practitioners to better understand the commonalities of each process. It is this understanding that serves as the basis of this article and the forthcoming recommendations. 相似文献
18.
Kate Cain 《Journal of Research in Reading》2007,30(4):347-359
The ability to derive the meanings of words from supportive story contexts was studied in 45 7‐ to 8‐year‐olds. Children read short stories each containing a different novel word and defined the word at the end of each story. There were three intervention sessions. One group was asked to justify their definition and subsequently received feedback on its accuracy. A second group was given feedback first and asked to explain how the experimenter knew the correct answer. A third (control) received feedback only. In general, practice led to improved performance, with an increased number of children in all groups using the story context to derive meanings for the novel words in a post‐intervention test. Children in the two explanation groups made the greatest gains in definition accuracy. The implications for teaching vocabulary learning skills are discussed. 相似文献
19.
Carol Davis 《International Journal for Academic Development》2013,18(1):12-17
Abstract Academics who lead large teaching teams of often inexperienced sessional staff have a dual role in professional development. They are both provider and participant. Academic leaders need to develop skills to fulfill their role effectively as the primary professional development provider for their team through opportunities to enhance skills in a range of areas; these areas include team leadership, team management and teaching for learning. In this scenario, there is a multilayered structure of provision of development opportunities. One level is that provided by the team leader and directly related to the needs of the team members and the requirements of the subject. The second level caters for the needs of the team leader in developing skills to effectively perform all the responsibilities of their role. Provision of professional development opportunities that cater for these may be the responsibility of the School, Faculty, Department or Staff Development Unit, depending upon the Institutional context. This paper will present a case study of the professional development programme offered to a large teaching team by an academic team leader. Some implications and issues arising from the case study that need to be addressed by professional developers and academic team leaders to enable and support the improvement of student, staff and organizational learning through professional development programmes will be discussed. 相似文献
20.
P E Worden 《Child development》1975,46(3):687-695
Second graders, fifth graders, and adults participated in 2 experiments designed to study the effects of sorting on subsequent recall of unrelated words. 1 group sorted the items freely, while a second group was constrained to learn the sorting schemes generated by free subjects. In the first experiment, subjects sorted until they reached a criterion of organizational stability. In Experiment 2, sorting was terminated prior to reaching a stable criterion. Recall and output clustering were reduced in Experiment 2, relative to Experiment 1, because of organizational instability. No meaningful differences were found in either experiment in the sorting schemes generated by free subjects in the 3 age groups, nor was there an effect of age of yoking partner on performance of constrained subjects. This result differed from previous research, and it was concluded that the sorting technique diminished differences in organizational behavior usually found between older and younger subjects. 相似文献