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2 results

  • 4 - Performance appraisal and management

  • John Shields, University of Sydney, Jim Rooney, University of New South Wales, Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney
  • Book:
    Managing Employee Performance and Reward
    Published online:
    16 February 2020
    Print publication:
    02 January 2020, pp 94-151

  • Summary

    In chapter 2, we focused on managing for results, especially through measuring performance outputs. In this chapter, we examine the assessment processes and techniques associated with the management of work behaviour and related outcomes. As a consequence, we will highlight the strengths, weaknesses and criticisms of these assessment methods. Subsequently, we also examine the situations in which each may be the most and least appropriate. In assessing the management of work behaviours, we consider sources of performance appraisal information, methods and some common flaws. Examined in a systems perspective, we discuss both a behaviour (i.e. process) and competency (i.e. input) approach to the appraisal of individual performance as they relate to desired work behaviour and results. While measuring individual performance 95is often considered a traditional and well understood human resource management practice, an important consideration to keep in mind throughout this chapter is: exactly how do measuring work behaviours and individual competencies shape subsequent behaviour?

  • System of Academic Centers for Public Health Preparedness in USA

  • Stephen S. Morse, Kristine Qureshi
  • Journal:
    Prehospital and Disaster Medicine / Volume 17 / Issue S2 / December 2002
    Published online by Cambridge University Press:
    28 June 2012, p. S65
    Print publication:
    December 2002
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