Handbook of Principles of Organizational Behavior - Soltanieh ...

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84 E DUARDO S ALAS AND K EVIN C. STAGL Training evaluation A management consultancy was contracted by a medical supply firm to evaluate an in-house training solution for medical representatives. Discouraged by the fi ndings that medical reps were apparently not learning during training (as measured by post - training reactions and declarative knowledge), yet seemed to be performing very effectively in the workplace, the consulting house turned to you as a subject matter expert to review their training evaluation study results. Describe the steps you will take to help the consultants uncover the true impact of the training solution. Think through training design, criterion identification, change measurement, and data analysis issues. State your recommendations for conducting a stronger evaluation.
5 Conduct Performance Appraisals to Improve Individual and Firm Performance MARIA ROTUNDO A performance appraisal is an evaluation of how well an individual achieves job - related duties and responsibilities. It can be used to make administrative decisions about promotions, terminations, and monetary/non - monetary incentives. Strengths and weaknesses are assessed in the process, and this information can be used to establish training and development needs. Performance appraisals have been applied in the court of law to justify employee terminations and to validate selection methods. Given the important functions that a performance appraisal serves, it is not surprising to find that it is held to such high psychometric standards and is scrutinized repeatedly by employers, employees, researchers, the media, and even the courts when these standards are not met. This chapter outlines basic principles that can be followed to improve the effectiveness of performance appraisals, especially with respect to improving an employee ’s future performance. The process of conducting a performance appraisal includes two main stages: obtaining accurate information about the individual ’s performance and communicating the performance appraisal to the individual in a manner that maintains a high - performance work culture. The chapter is organized according to these two stages. Key principles to follow during each stage are offered. The quest for accurate job - related information about individuals has plagued researchers and managers for years, dating back to the early 1900s (Farr and Levy, 2007 ). The body of knowledge that has been generated from years of research on accuracy can be summarized by several key principles. It requires that performance in the workplace is clearly defined and aligned with the organization’s strategy (Wright, Dunford, and Snell, 2001 ). Managers need to be cognizant of rater biases that distort performance ratings and to recognize the importance of observing and recording performance - related information on a continuous basis to reduce these errors. Multiple rating sources such as the self, peers,
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HANDBOOK OF PRINCIPLES OF ORGANIZAT
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This edition first published 2009
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vi CONTENTS PART III TURNOVER AND S
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viii CONTENTS 29 Sustain Organizati
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x CONTRIBUTORS AND EDITOR Beth A. B
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xii CONTRIBUTORS AND EDITOR Edwin A
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Preface The handbook, now in its se
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PREFACE xvii in the field of organi
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PREFACE xix describe important decl
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PREFACE xxi and how they connect to
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PREFACE xxiii Highhouse, S. ( 2008
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xxvi EDITOR ’ S INTRODUCTION “
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xxviii EDITOR ’ S INTRODUCTION
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xxx EDITOR ’ S INTRODUCTION not b
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1 Select on Intelligence FRANK L. S
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SELECT ON INTELLIGENCE sample tests
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SELECT ON INTELLIGENCE Selectivity
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SELECT ON INTELLIGENCE Among people
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SELECT ON INTELLIGENCE Although mos
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SELECT ON INTELLIGENCE The measure
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SELECT ON INTELLIGENCE Hunter, J. E
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SELECT ON INTELLIGENCE EXERCISES Hi
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20 MURRAY R. BARRICK AND MICHAEL K.
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Page 141 and 142: PROMOTE JOB SATISFACTION THROUGH ME
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Page 151 and 152: CONCLUSION PROMOTE JOB SATISFACTION
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134 MARION B. EBERLY, BROOKS C. HOL
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8 Attain Emotional Control by Under
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ATTAIN EMOTIONAL CONTROL BY UNDERST
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162 G ARY P. LATHAM and persistence
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164 G ARY P. LATHAM A downside of s
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166 G ARY P. LATHAM People who have
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168 G ARY P. LATHAM worst enemy. Mi
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170 G ARY P. LATHAM Proximal goals
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172 G ARY P. LATHAM Who should set
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174 G ARY P. LATHAM FUTURE DIRECTIO
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176 G ARY P. LATHAM Latham , G. P.
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178 G ARY P. LATHAM EXERCISES Group
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180 A LBERT B ANDURA Outcome Expect
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182 A LBERT B ANDURA within which t
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184 A LBERT B ANDURA more pervasive
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186 A LBERT B ANDURA Table 10.1 The
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188 A LBERT B ANDURA In the transfo
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190 A LBERT B ANDURA selected for t
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192 A LBERT B ANDURA Gist ( 1989 )
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194 A LBERT B ANDURA explicit (see
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196 A LBERT B ANDURA Bandura , A. (
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198 A LBERT B ANDURA Markman , G. D
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200 A LBERT B ANDURA Building team
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202 JAY A. CONGER AND CRAIG L. PEAR
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218 CATHY C. DURHAM AND KATHRYN M.
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240 FRED LUTHANS AND ALEXANDER D. S
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14 Promote Procedural and Interacti
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PROMOTE PROCEDURAL AND INTERACTIONA
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CONCLUSION PROMOTE PROCEDURAL AND I
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15 Foster Team Effectiveness by Ful
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FOSTER TEAM EFFECTIVENESS BY FULFIL
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296 DEBORAH ANCONA AND DAVID CALDWE
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17 Making Group Process Work: Harne
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MAKING GROUP PROCESS WORK 311 exten
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MAKING GROUP PROCESS WORK 313 such
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MAKING GROUP PROCESS WORK 315 opini
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MAKING GROUP PROCESS WORK 317 of ho
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MAKING GROUP PROCESS WORK 319 Overa
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MAKING GROUP PROCESS WORK 321 vice
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MAKING GROUP PROCESS WORK 323 Harve
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MAKING GROUP PROCESS WORK 325 the l
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328 LAURIE R. WEINGART AND KAREN A.
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19 Use Power Effectively to Infl ue
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USE POWER EFFECTIVELY TO INFLUENCE
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368 SHELLEY A. KIRKPATRICK THE IMPO
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370 SHELLEY A. KIRKPATRICK a vision
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372 SHELLEY A. KIRKPATRICK mechanis
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374 SHELLEY A. KIRKPATRICK IMPLEMEN
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376 SHELLEY A. KIRKPATRICK IMPLEMEN
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378 SHELLEY A. KIRKPATRICK CASE EXA
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380 SHELLEY A. KIRKPATRICK facts bu
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382 SHELLEY A. KIRKPATRICK close fr
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384 SHELLEY A. KIRKPATRICK Bass , B
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386 SHELLEY A. KIRKPATRICK Peikoff
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21 Foster Trust through Ability, Be
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FOSTER TRUST THROUGH ABILITY, BENEV
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Part VII ORGANIZATIONAL PROCESSES
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408 L EX DONALDSON COORDINATION MEC
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410 L EX DONALDSON it relates to sc
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412 L EX DONALDSON has some choice
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414 L EX DONALDSON have a functiona
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416 L EX DONALDSON units are acquir
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418 L EX DONALDSON are distributed
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420 L EX DONALDSON Product division
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422 L EX DONALDSON Child , J. ( 197
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424 L EX DONALDSON Structure: How w
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426 DEBORAH A. CAI AND EDWARD L. FI
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446 J OHN A. W AGNER III PARTICIPAT
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448 J OHN A. W AGNER III on organiz
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450 J OHN A. W AGNER III informatio
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452 J OHN A. W AGNER III attributed
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454 J OHN A. W AGNER III CONCLUSION
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456 J OHN A. W AGNER III Latham , G
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458 J OHN A. W AGNER III Wagner , J
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25 Broaden the Decision Frame to Ma
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BROADEN THE DECISION FRAME TO MAKE
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26 Stimulate Creativity by Fueling
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500 T ABEA R EUTER AND R ALF SCHWAR
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28 Manage Confl ict through Negotia
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MANAGE CONFLICT THROUGH NEGOTIATION
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Cost Condition 1 Condition 2 Condit
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538 MICHAEL BEER environments (Lawr
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540 MICHAEL BEER People FIGURE 29.1
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542 MICHAEL BEER resource practices
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544 MICHAEL BEER need for change. U
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546 MICHAEL BEER Eisenstat and I (B
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548 MICHAEL BEER In the Electronic
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550 MICHAEL BEER problems and its p
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552 MICHAEL BEER restructuring, cos
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554 MICHAEL BEER Beer , M., and Noh
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Part VIII ENTREPRENEURSHIP
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560 J. ROBERT BAUM threading of the
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562 J. ROBERT BAUM measurable and w
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564 J. ROBERT BAUM The entire set o
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566 J. ROBERT BAUM Sam Walton faile
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568 J. ROBERT BAUM creates competit
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570 J. ROBERT BAUM I address the va
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572 J. ROBERT BAUM rewards. Incenti
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574 J. ROBERT BAUM region, and a bu
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576 J. ROBERT BAUM Baum , J. R. , L
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578 J. ROBERT BAUM Stevenson , H. H
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31 Achieve Work - Family Balance th
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ACHIEVE WORK - FAMILY BALANCE 583 f
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ACHIEVE WORK - FAMILY BALANCE 585 i
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ACHIEVE WORK - FAMILY BALANCE 587 L
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ACHIEVE WORK - FAMILY BALANCE “ I
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ACHIEVE WORK - FAMILY BALANCE 591 s
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ACHIEVE WORK - FAMILY BALANCE 593 F
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32 Use Information Technology for O
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USE INFORMATION TECHNOLOGY FOR ORGA
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33 Make Management Practice Fit Nat
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MAKE MANAGEMENT PRACTICE FIT NATION
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360 degree feedback systems 88-9 10
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cultivating helpful conditions 330-
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decision support system (DSS) 599-6
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organizational change 544 perfectin
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informal recognition 240-5, 247 inf
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communication 434-5 formal/informal
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trust 395 having a voice 262-6 orga
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goal-based 572 power 202-3, 351-2 t
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Team Diagnostic Survey (TDS) 293 te
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INDEX 651 symbols/images 375 wirele
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