Professional Growth and Performance Appraisals of School Administrators: A Contemporary Model

A sound performance appraisal process for school administrators contains key components in accordance with legislation, board policy and contractual agreements. This paper examines the performance appraisal process for administrators in one Canadian school district that may serve as a guideline for individual educators who are committed with on-going professional development.

Rater's personality as a moderator of context effects in performance appraisals

Undergraduates rated scripts describing the performance of different instructors in the following order: two positive or negative scripts followed by an average script; or two average scripts followed by a positive or a negative script. Context effects were assessed by comparing ratings of the target stimulus in the context and in the context-free control conditions. Several individual difference variables were measured as possible moderators of this phenomenon. Results indicated robust contrast effects mediated by beliefs in the variability of human nature in the extreme context conditions. In the positive context condition, high scorers in Variability were not affected by context, whereas medium or low scorers in Variability exhibited contrast effects. In the negative context condition, high scorers in Variability exhibited a more extreme contrast effect than medium or low scorers in Variability. In the average context conditions, contrast was observed only when the target was positive.

Leader-member exchange, group- and individual-level procedural justice and reactions to performance appraisals

Previous research has established that relationships with authority figures and procedural justice perceptions are important in terms of the way in which employees react to organizational procedures that affect them. What is less clear are the reasons why exchange quality with authorities is related to perceptions of process fairness and the role of procedural justice climate in this process. Results indicate that individual-level perceptions of procedural justice, but not performance ratings, partially mediate the relationship between exchange quality and reactions to performance appraisals, and that procedural justice climate is positively related to perceptions of procedural justice and appraisal reactions. These results support a more relational than instrumental view of justice perceptions in organizational procedures bound by exchange quality with an authority figure. Our study suggests that it is essential for managers to actively monitor and manage employee perceptions of process fairness at the group and individual levels. © 2015 Wiley Periodicals, Inc.

Formal performance appraisal interviews: Can they really be objective, and are they useful anyway?

This paper reports on a qualitative field study conducted in Australia which examined what is occurring in formal performance appraisal interviews in relation to their objectivity and resultant outcomes. Supervisors and subordinates who had recently been involved in performance appraisals were interviewed about their experiences of the process. Perceptions of the utility of, and satisfaction with the interview process were examined. Further, the effect of the relationship between the participants on objectivity was investigated. Results indicated that formal appraisal interviews were not perceived to be of great utility, and that the relationship of the participants influenced the interview.

Merit pay and proposed pay-for-performance regulations : hearing before the Subcommittee on Civil Service, Post Office, and General Services of the Committee on Governmental Affairs, United States Senate, Ninety-eighth Congress, first session.

"S. 958, the Merit Pay Reform Act of 1983, and amendments to expand its coverage with regard to regulations proposed by the Office of Personnel Management; May 26, June 9, and July 14, 1983"--Pt. 2.

The Use of Performance Appraisal Systems in Restaurants

Do restaurant managers commonly use performance appraisals and, if so, how frequently anf for what purposes? The authors address these questions and review the restaurant industry in general.

Managing pressure: patterns of appraisals and coping strategies of non-elite and elite athletes during competition

The purpose of this study was to compare moment-to-moment appraisals and coping strategies of 4 non-elite and 2 elite male trap shooters during competitions and in particular during periods of competition perceived as critical to performance. Appraisals and coping patterns of trap shooters were captured via verbal reports of thinking provided between sets of shots during major competitions. Verbal reports were coded according to an appraisal and coping typology. Coded data as well as shooting performance data were subjected to a sequential analysis of probabilities of pairs of events. Fewer reports of negative appraisals (NEGAs) and more frequent reports of problem-focused coping (PFC) were observed among both elite athletes compared to non-elite athletes. After making a NEGA, non-elite shooters often progressed to the next target without attempting to cope, whereas elite shooters used both PFC and emotion-focused coping (EFC) before proceeding to the next target. After missing a target, the non-elite athletes used more EFC than expected. These results indicate that elite athletes are more likely to cope with NEGAs than non-elite athletes using a wider variety of coping strategies. Athletes might benefit from increased awareness of the potentially detrimental impact of NEGAs on performance and by integrating coping strategies within preparatory routines.

Uma perspectiva foucaudiana na auditoria à avaliação de desempenho na administração pública

Motivation: Auditing is not merely a collection of technical tasks but also a programmatic idea circulating in organizational environment, an idea which promises a certain style of control and organizational transparency (Power, 1998, p. 122) Performance appraisal within public organization aims to promote this organizational transparency and promote learning and improvement process both for employees and for the organization. However, we suggest that behind its clear intentions, there are some other goals tied to performance appraisal that could be seen as components of a discipline and surveillance systems to make the employee “knowable, calculable and administrative object” (Miller and Rose, 1990, p. 5). Objective: In Portuguese public organizations, performance appraisal follows the SIADAP (Performance Appraisal Systems for Public Administration). The objective of this study is to capture whatever employees of public organizations (appraisers and appraisee) perceived the performance appraisal system (SIADAP) as an appraisal model that promotes equity, learning and improvement or just as an instrument of control to which they feel dominated and watched over. Method: We developed an in-depth qualitative case study using semi-structured interviews with appraisers and their subordinates in the administrative department of a university institute of Medicine. The discourse of the participants was theoretically analyzed based on Foucauldian framework. Prior to qualitative data collection, we collected quantitative data, with a questionnaire, to measure the (un)satisfaction of employees with the all appraisal system. Findings: Although some key points of Foucault perspective were identified, its framework revealed some limitations to capture the all complexity of performance appraisal. Qualitative data revealed a significant tendency in discourses of appraisers and their subordinates considering SIADAP as an instrument that’s aims to introduced political rationalities and limits to the employer’s promotions within their careers. Contribution: This study brings a critical perspectives and new insights about performance appraisals in Portuguese’s public administrations. It is original contribution to management of human recourses in public administration and primary to audit of performance appraisal systems.

Pelkkää puhetta vai oikeaa kehittämistä - Kehityskeskustelujen merkitys osaamisen kehittämisessä

Tämän pro gradu -tutkielman tavoitteena oli tutkia mikä on kehityskeskustelujen merkitys työntekijän osaamisen kehittämisessä ja miten henkilöstö itse kokee kehityskeskustelujen merkityksen. Teoriaosuudessa tarkastellaan osaamista organisaation ja yksilön osaamisen kannalta, osaamisen johtamisen ja osaamisen kehittämisen näkökulmasta sekä kuvataan kehityskeskusteluja ja niiden merkitystä. Empiirinen osa on tehty kvalitatiivisena tapaustutkimuksena. Tutkimuksen tulokset osoittavat, että tutkimuksen kohdeorganisaation työntekijöillä on myönteinen suhtautuminen kehityskeskusteluihin. Kehityskeskusteluilla ei kuitenkaan ole merkitystä työntekijöiden osaamisen kehittämisessä. Kehityskeskustelujen merkitys on vähäinen, koska niissä ei paneuduta osaamisen kehittämiseen. Keskustelujen tulosten seuranta puuttuu ja näin ollen ne jäävät vain yksittäisiksi keskusteluiksi ilman kehittämiseen kohdistuvaa jatkuvuutta.

Registered nurses' perceptions of factors impacting on their continuing education /

This qualitative study examined the effects of hospital restructuring on a group of nurses at a community hospital. Eleven nurses were asked questions in order to gain insight into their experience in this situation. Ten of these participants were female, and one was male. The intent was to gather information about how restructuring has affected their lives, including, their motivational factors and barriers to participation in continuing education, and their descriptions of their workplace environment. Audiotaped interviews were conducted on two occasions to obtain this data. Emergent themes included the nurses' comments about continuing education, motivational factors, barriers that included geography and time, reactions of co-workers, restructuring, the College of Nurses' Quality Assurance Program including peer feedback, and performance appraisals. The literature review compares the barriers and motivational factors to the previous research findings. Thus, this study gave voice to the experience of this group of nurses, working in a healthcare setting that is involved in restructuring. This information is important to the healthcare system, since many areas are involved in restructuring. The whole process, if it is to be successful, depends on the frontline workers, namely the nurses. Thus, if there is anything to be learned from this group of people, that could be used to improve this progression, everyone would benefit from this information, were it to be implemented. Everyone is a stakeholder in the quality of healthcare in our province. The frontline workers are the ones that hold the vantage point to be able to provide suggestions for the changes needed to successful. These nurses are not just motivated by work issues however, and educating them and motivating them will also improve the care provided through increased knowledge and enhanced self-esteem.

An exploration of the impact of a mandatory quality assurance program on the staff nurse's commitment to professional development /

This study explored experiences in relation to the impact of the College of Nurses of Ontario's (CNO's) mandatory Quality Assurance (QA) program on registered nurses (RNs) working in a clinical setting of an acute care hospital. A qualitative descriptive research design was used and data collection was done in 2 stages. First, a survey with open-ended questions was given to 45 nurses. Second, 8 respondents from the survey were interviewed using a semistructured format. Data were obtained from 2 groups-diploma-prepared and post diploma-prepared RNs. Findings demonstrated that the CNO's QA program had varying influences on the RNs' learning paths, and these differences appeared to be related to the educational background of the individual. The diploma-prepared nurses reported that their commitment to professional development was influenced by their level of internal motivation, the pressures associated with time, and the need for a strong external motivator, namely the obligation of management to conduct formal performance appraisals. They further reported that the QA program played a part in positively altering their commitment to continuing education. The post-diploma baccalaureate nurses reported that the QA program played a positive role in influencing their ongoing learning, along with their level of internal motivation, the work and health care environment, and the element of professionalism. Several implications for nursing practice, theory, and fiirther research also became evident.

L'intégration de la différence en milieu de travail entre les travailleurs ayant des déficiences ou des incapacités et les travailleurs sans déficience, sans incapacité

co-directrice: Saint-Jean, Micheline

Kriterien effizienter Informationsverarbeitung als Prädiktoren des Karriereerfolgs

Die vorliegende Arbeit beschäftigt sich mit Kriterien effizienter und flexibler Informationsverarbeitung und deren Auswirkungen auf den Karriereerfolg. Die Kriterien Interferenz, Interferenz unter der negativen Priming-Bedingung und die Spontanflexibilität wurden in drei aufeinander aufbauenden Studien untersucht. Die Interferenzindices wurden mit einer modifizierten Form des Stroop-Tests erhoben, und das Konstrukt der Spontanflexibilität wurde mit der Gauß-Aufgabe, der Wasserumschüttaufgabe, dem Wortgruppentest und der Anagramm-Aufgabe operationalisiert. Bei diesen Aufgaben wurde eine Lösungsstrategie vorgegeben, aber es gab zusätzlich eine effizientere Lösungsstrategie, die während der Bearbeitung der Einzelaufgaben immer offensichtlicher wurde. Da die einzelnen Aufgaben nicht signifikant miteinander korrelierten, wurde im Rahmen einer Nachuntersuchung die Reliabilität über Parallelaufgaben geprüft. Für die Diagnose von Gruppenunterschieden erwiesen sich die Indikatoren der Spontanflexibilität als hinreichend reliabel. Die Wortdarbietungszeiten der Interferenzindices waren hochreliabel. Zwischen den Interferenzindices zeigte sich ein starker positiver Zusammenhang. Zur Validierung der Aufgaben wurden Beurteilungen über die berufliche Leistung der Versuchsteilnehmer herangezogen. Zwischen den einzelnen Beurteilungskriterien zeigten sich hohe Zusammenhänge. Die Gauß-Aufgabe korrelierte mit einem Beurteilungskriterium, dessen Verhaltensbeschreibungen sehr gut mit der Definition der Spontanflexibilität übereinstimmten. Die Wasserumschüttaufgabe korrelierte mit einem Beurteilungskriterium, welches eher eine durch die Situation herausgeforderte Flexibilität widerspiegelt. Die Interferenzindikatoren korrelierten mit Beurteilungskriterien, die zum einen die Fähigkeit zum Aufbauen von professionellen Beziehungen und zum anderen die Effizienz und den Qualitätsstandard eines Mitarbeiters bewerteten. Aufgrund der replizierten Zusammenhänge kann davon ausgegangen werden, dass die Interferenz, die Interferenz unter der negativen Priming-Bedingung, die Spontanflexibilität und die herausgeforderte Flexibilität Einfluss auf den Karriereerfolg eines Mitarbeiters nehmen. Aus diesem Grund bieten sich im Bereich der Arbeits- und Organisationspsychologie vielversprechende Einsatzmöglichkeiten für die in dieser Untersuchung entwickelten Tests an.

Professional Practice in Learning and Development: How to Design and Deliver Plans for the Workplace

Introduction The world is changing! It is volatile, uncertain, complex and ambiguous. As cliché as it may sound the evidence of such dynamism in the external environment is growing. Business-as-usual is more of the exception than the norm. Organizational change is the rule; be it to accommodate and adapt to change, or instigate and lead change. A constantly changing environment is a situation that all organizations have to live with. What makes some organizations however, able to thrive better than others? Many scholars and practitioners believe that this is due to the ability to learn. Therefore, this book on developing Learning and Development (L&D) professionals is timely as it explores and discusses trends and practices that impact organizations, the workforce and L&D professionals. Being able to learn and develop effectively is the cornerstone of motivation as it helps to address people’s need to be competent and to be autonomous (Deci & Ryan, 2002; Loon & Casimir, 2008; Ryan & Deci, 2000). L&D stimulates and empowers people to perform. Organizations that are better at learning at all levels; the individual, group and organizational level, will always have a better chance of surviving and performing. Given the new reality of a dynamic external environment and constant change, L&D professionals now play an even more important role in their organizations than ever before. However, L&D professionals themselves are not immune to the turbulent changes as their practices are also impacted. Therefore, the challenges that L&D professionals face are two-pronged. Firstly, in relation to helping and supporting their organization and its workforce in adapting to the change, whilst, secondly developing themselves effectively and efficiently so that they are able to be one-step ahead of the workforce that they are meant to help develop. These challenges are recognised by the CIPD, as they recently launched their new L&D qualification that has served as an inspiration for this book. L&D plays a crucial role at both strategic (e.g. organizational capability) and operational (e.g. delivery of training) levels. L&D professionals have moved from being reactive (e.g. following up action after performance appraisals) to being more proactive (e.g. shaping capability). L&D is increasingly viewed as a driver for organizational performance. The CIPD (2014) suggest that L&D is increasingly expected to not only take more responsibility but also accountability for building both individual and organizational knowledge and capability, and to nurture an organizational culture that prizes learning and development. This book is for L&D professionals. Nonetheless, it is also suited for those studying Human Resource Development HRD at intermediate level. The term ‘Human Resource Development’ (HRD) is more common in academia, and is largely synonymous with L&D (Stewart & Sambrook, 2012) Stewart (1998) defined HRD as ‘the practice of HRD is constituted by the deliberate, purposive and active interventions in the natural learning process. Such interventions can take many forms, most capable of categorising as education or training or development’ (p. 9). In fact, many parts of this book (e.g. Chapters 5 and 7) are appropriate for anyone who is involved in training and development. This may include a variety of individuals within the L&D community, such as line managers, professional trainers, training solutions vendors, instructional designers, external consultants and mentors (Mayo, 2004). The CIPD (2014) goes further as they argue that the role of L&D is broad and plays a significant role in Organizational Development (OD) and Talent Management (TM), as well as in Human Resource Management (HRM) in general. OD, TM, HRM and L&D are symbiotic in enabling the ‘people management function’ to provide organizations with the capabilities that they need.

Means, motive and opportunity? Disentangling client influence on performance measurement appraisals

This paper investigates the extent to which clients were able to influence performance measurement appraisals during the downturn in commercial property markets that began in the UK during the second half of 2007. The sharp change in market sentiment produced speculation that different client categories were attempting to influence their appraisers in different ways. In particular, it was recognised that the requirement for open‐ended funds to meet redemptions gave them strong incentives to ensure that their asset values were marked down to market. Using data supplied by Investment Property Databank, we demonstrate that, indeed, unlisted open‐ended funds experienced sharper drops in capital values than other fund types in the last quarter of 2007, after the market turning point and at the time when redemptions were at their highest. These differences are statistically significant and cannot simply be explained by differences in portfolio composition. Client influence on appraisal forms one possible explanation of the results observed: the different pressures on fund managers resulting in different appraisal outcomes.