Designing performance appraisal systems : aligning appraisals and organizational realities

Bibliographic Information

Designing performance appraisal systems : aligning appraisals and organizational realities

Allan M. Mohrman, Jr., Susan M. Resnick-West, Edward E. Lawler III, in collaboration with Michael J. Driver, Mary Ann Von Glinow, J. Bruce Prince

(The Jossey-Bass management series)

Jossey-Bass Publishers, 1989

1st ed

  • : alk. paper

Available at  / 25 libraries

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Includes bibliographical references

Description and Table of Contents

Description

A comprehensive guide to planning, designing, and implementing appraisal systems that are tailored to meet an organization's real needs. For human resource professionals and managers, the authors show how to define performance, who should measure it, who should give and receive feedback, and how often appraisals should be made. They examine and evaluate the common approaches to appraisals--those oriented to the performer, the behavior, the result, or the situation--and shows how they can be integrated into an effective system.

Table of Contents

Challenges in Appraising Performance. DEVELOPING EFFECTIVE APPRAISAL SYSTEMS. Guidelines for Designing Appraisal Systems. Common Appraisal Methods and Their Consequences. Determining Who Appraises Performance. Designing a Complete Appraisal System. Implementing an Appraisal System. KEY ISSUES IN DESIGNING PERFORMANCE APPRAISAL SYSTEMS. Legal Considerations in Performance Appraisal. Appraisal-Driven Reward Systems. Tailoring Appraisal Systems for Different Career Paths (J. Prince& M. Driver). Appraising the Performance of Professional Employees (M. VonGlinow). Integrating Appraisal with Other Human Resource Systems.

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