000			03110nam a2200217#a 4500
001			vtls000002987
008			230822s1982 xx 000 0 eng d
020			_a0201042177
040			_aJPS
090	0	0	_aMGT 658.3 LAT
100			_aLATHAM, GARY P. _eauthor
245		0	_aINCREASING PRODUCTIVITY THROUGH PERFORMANCE APPRAISAL
260			_aUSA: ADDISON-WESLEY PUBLISHING CO. INC., _c1982
300			_a262P.
505			_aChapter one: Overview. 1.1.Introduction 1.2. Productivity and human resources. 1.3. Human resource systems: The key role of performance 1.4. Appraisal. 1.5 Organization of the book. 1.6. Closing remarks. 1.7. Summary. Chapter two: Performance appraisal and the law. 2.1 Introduction. 2.2 Historical background. 2.3 The office of federal contract compliance programs (OFCCP) 2.4 The equal employment opportunity commission 2.5 Major court decisions. 2.6 The 1978 civil service reform act. 2.7 Closing remarks. 2.8 Summary. Chapter three: The development and validations of appraisal systems. 3.1 Introduction. 3.2 Appraisals based on traits. 3.3 Appraisals based on cost-related outcomes. 3.4 Behavioral criteria. 3.5 Minimum standards for appraisal instruments. 3.6 Job analysis. 3.7 Reliability and validity. 3.8 Practicality and standardization 3.9 Composite versus multiple criteria: A recurrent topic in developing appraisal instrument. 3.11 Closing remarks 3.12 Summary. Chapter four: Sources of performance appraisals. 4.1 Introduction. 4.2 Supervisors appraisal 4.3 Self-appraisal. 4.4 Peer-appraisal. 4.5 Subordinate appraisal 4.6 Appraisal by outsides 4.7 Closing remarks. 4.8 Summary. Chapter five: Minimizing rating errors in observing and evaluation performances. 5.1 Introduction. 5.2 Rating errors. 5.3 Training approaches to minimizing rater errors. 5.3 Workshop 5.4 Group discussion. 5.5 Training results implications 5.6 Training and rating scales. 5.7 Closing remarks. 5.8 Summary. _aChapter 6: Employee motivation 6.1 Introduction. 6.2 Goal setting. 6.3 Changing behavior by changing consequences. 6.4 Employee participation in problem solving: building a team. 6.5 Closing remarks. Chapter seven: Conducting formal and informal performance appraisals. 7.1 Introduction. 7.2 Six characteristics of effective appraisals 7.3 Three approaches to performances appraisals 7.4 Informal day to day appraisals. Chapter eight: Motivating engineers/ scientists through performances appraisals: A case study. 8.1 Introduction. 8.2 Defining excellence 8.3 Developing behaviorally based performance measures: BOS. 8.4 Limitations and advantages. 8.5 Employee motivation. 8.6 Who should set goals? 8.7 What rewards is valued? Evaluating goal-setting techniques. 8.8 Checking the two goal-setting conditions. 8.9 Factors that increased performance. Chapter nine: Implementing and maintaining the new appraisals systems. 9.1 Implementation. 9.2 Guidelines for assessing effectiveness of the appraisals process 9.3 Maintaining the performance appraisals.
546			_aENG
650	1	0	_aMANAGEMENT.
942			_cMONO
990			_a1982
999			_a05696 _a658.3 LAT _aVIRTUAL0 _c1915 _d1915
003			JPS