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1.
Lee Rasch 《Community College Journal of Research & Practice》2013,37(5):407-414
Many colleges use some form of an employee performance appraisal process. Yet, despite prevalent use, the performance appraisal process is facing growing criticism. The author reviews the literature regarding the process of performance appraisal in higher education, focusing on articles supportive of the use of the performance appraisal, and those that are not. The advocates of performance appraisals cite implementation flaws as the cause for dissatisfaction among users. Essentially, they contend that the process will work if properly used. Furthermore, it is noted that supervisors, more than the employees themselves, tend to favor the use of performance appraisals. Critics of performance appraisals question the validity of the process in general. Followers of W. Edwards Deming view the performance appraisal process as divisive within the organization, and thus counterproductive to organizational development. They state that the use of ratings in an employee performance appraisal establishes arbitrary divisions among employees. Furthermore, they contend that intrinsic rewards are far more effective as a motivator of employees. The author suggests that as an alternative to performance appraisal organizations should consider a professional growth model. Elements in this model include: (a) a focus on employee success, (b) a priority for leadership development training for supervisors, and (c) a special performance appraisal process for those employees who need targeted focus in performance. 相似文献
2.
网络教学师资的培训和发展并非在真空环境下发生,组织者需要考虑网络教育的采用(adoption)和使用效率(effectiveness)的提高两方面因素。传统的培训方法并不能满足教师需要。本文从系统的绩效分析出发,提出了一个系统的网络师资培训模式,该模式中提出了一些不同于传统培训的新方法,比如绩效支持、知识共享、用户社区和形成性评估。 相似文献
3.
Jerry W. Gilley 《Performance Improvement Quarterly》1989,2(1):43-54
Improved organizational efficiency can only be accomplished if the employees within an organization have developed the skills, competencies, knowledge, and attitudes to perform at the highest possible levels. To a limited degree this can be accomplished via training, but employees develop the fundamental skills, competencies, knowledge, and attitudes related only to their current job. As a result, the organization is only indirectly impacted. This refers to the micro perspective of improved organizational efficiency. Organizational efficiency can also be accomplished through organizational development, but the individual employee is often overlooked during this process. Without employee commitment to improve efficiency, it will be short-lived. This approach refers to the macro perspective of improved organizational efficiency. Both the micro and macro perspectives of improved organizational efficiency have their weaknesses. Thus, a combination of the two processes is necessary. Career development is that combination. Career development is a process which enables employees to develop beyond the fundamental skills, competencies, knowledge, and attitudes required for their present job assignments. It is a process which is focused on improving organizational efficiency while relying on the development of the individual employee. Performance improvement practitioners can provide learning activities which improve employees' skills, competencies, knowledge, and attitudes by viewing improved organizational efficiency from an individual (micro) perspective while remaining dedicated to the overall enhancement of the organization (macro). However, many performance improvement practitioners fail to see the connection between training and overall organizational development. These terms are often used interchangeably which leads to the increased confusion and misapplication of each process. It is necessary, therefore, to arrive at an acceptable definition in order to communicate effectively the intent as well as the similarities and differences of the processes. This will enable performance improvement practitioners to better understand the commonalities of each process. It is this understanding that serves as the basis of this article and the forthcoming recommendations. 相似文献
4.
刘峰 《廊坊师范学院学报(自然科学版)》2013,(6):92-95,100
目前,我国竞技体育发展中对力量训练重视不够,对力量训练理论和应用的研究不够,对力量训练发展的新动向缺乏深入了解,训练理念和方法陈旧,影响了力量训练的质量和效果。为此,通过查阅CNKI、Elsevier,对振动力量训练与核心力量训练的概念、发展历程、作用及生理学机理以及影响训练效果的因素进行了综述,并总结了两种训练模式的区别、联系及局限性,以期为竞技体育发展提供技术支持。 相似文献
5.
Jerry W. Gilley 《Performance Improvement Quarterly》1997,10(1):213-225
Improved organizational efficiency can only be accomplished if the employees within an organization have developed the skills, competencies, knowledge, and attitudes to perform at the highest possible levels. To a limited degree this can be accomplished via training, but employees develop the fundamental skills, competencies, knowledge, and attitudes related only to their current job. As a result, the organization is only indirectly impacted. This refers to the micro perspective of improved organizational efficiency. Organizational efficiency can also be accomplished through organizational development, but the individual employee is often overlooked during this process. Without employee commitment to improve efficiency, it will be short-lived. This approach refers to the macro perspective of improved organizational efficiency. Both the micro and macro perspectives of improved organizational efficiency have their weaknesses. Thus, a combination of the two processes is necessary. Career development is that combination. Career development is a process which enables employees to develop beyond the fundamental skills, competencies, knowledge, and attitudes required for their present job assignments. It is a process which is focused on improving organizational efficiency while relying on the development of the individual employee. Performance improvement practitioners can provide learning activities which improve employees' skills, competencies, knowledge, and attitudes by viewing improved organizational efficiency from, an individual (micro) perspective while remaining dedicated to the overall enhancement of the organization (macro). However, many performance improvement practitioners fail to see the connection between training and overall organizational development. These terms are often used interchangeably which leads to the increased confusion and misapplication of each process. It is necessary, therefore, to arrive at an acceptable definition in order to communicate effectively the intent as well as the similarities and differences of the processes. This will enable performance improvement practitioners to better understand the commonalities of each process. It is this understanding that serves as the basis of this article and the forthcoming recommendations. 相似文献
6.
Steven W. Graham John Wedman Tom Tanner Carol Monahan 《Performance Improvement Quarterly》1998,11(2):101-112
Organizations today face competitive conditions unlike those experienced in the past. Managers and team leaders must learn ways to get the highest level of performance from a team of people, work with a variety of individuals diverse projects, communicate with a wide audience clearly and effectively, and be able to provide performance feedback and elevate performance levels for people they hardly know. While few will argue that learning in organizations is critical to meeting these challenges, an increasing number of decision-makers are raising questions about the value of classroom training. The questions are especially difficult to address in sales training where results are observable (i.e., sales) but difficult to trace to performance events and interventions. The current study was conducted to address two questions: 1) Is it possible to link sales production to participation in classroom sales training? 2) If so, what are the elements of the training that seem to be most useful in enhancing employee performance and sales performance? 相似文献
7.
Marc J. Rosenberg 《Performance Improvement Quarterly》1995,8(1):94-99
How close is the relationship between performance technology, performance support, and training? Very close, actually. Both performance technology and electronic performance support (EPS) have their roots in education and training, but in many ways they have transcended their be ginnings and have evolved beyond where training leaves off. This commentary offers a performance technologist's view of EPS and suggests not only that a performance technology perspective is a requirement for the development of EPS, but that involvement in building and implementing an EPS can help people shift their paradigm from training to performance. Implications for the education and training field now and in the future are also proposed. 相似文献
8.
To be useful to both human resources development professionals and human performance technology (HPT) practitioners, the process for developing validated employee selection instruments must also be user friendly. By following the procedures outlined in this study, user‐friendly pre‐employment tests can be developed that are also fair and content valid. HPT knowledge and support of these procedures will greatly increase the efficiency of the selection process and ensure that the organizational performers are selected according to standardized criteria. 相似文献
9.
石金芳 《黄石理工学院学报(人文社科版)》2010,27(3):44-46
员工培训是人力资源开发的重要内容,是企业实现人力投资增值的重要途径,也是吸引人才、留住人才、不断提高经济效益的重要手段。本文结合大冶有色金属公司员工培训的工作实践,紧紧围绕企业的培训目标,从加强师资建设、加大培训力度、健全评估机制三个方面着手,力求培训工作取得实效,为企业做大做强提供有力的人力资源保障。 相似文献
10.
Valorie Beer 《Performance Improvement Quarterly》1991,4(4):62-70
Frontal assaults (e. g., training, team building, strategic planning) on organizational dysfunctions have been a staple of performance technology. A newly popular stratagem—-employee empowerment—-seeks to address dysfunctions by vesting more organizational power with the individual employee. This usually means that the manager and employee set specific and measurable mutual goals that require the manager to relinquish measurement processes and tools to the employee and then hold the employee accountable for quality, customer satisfaction, etc. However, managers may be loath to give up their traditional areas of control, while employees may be unaccustomed to assuming responsibilities of management. Therefore, around and between the more formal strategies for employee empowerment, the performance technologist needs to consider tactics beyond those of conventional organization development. 相似文献
11.
创新创业教育实训基地建设是当前高等职业教育推动创新创业教育开展、提升创新创业型技术技能人才质量的迫切需要,也是完成“双高”建设项目、实现建设目标的非常现实的迫切需要。当前高职院校创业教育实训基地建设存在很多问题,有场地、设施、仪器设备不足的硬件问题,也有师资不足、能力不够、没有产品支撑、管理和运行机制落后等软环境问题。为此,高职院校创新创业教育实训基地建设要理论与实践紧密结合,采用“实践探索—总结提炼—再实践探索—再总结提炼,以至不断提升”的方法,不断探索创新创业教育实训基地建设。 相似文献
12.
For decades, training has been one of the most common interventions used by organizations to improve the performance of their employees and teach them new ideas and skills. But owing to the cost of developing and delivering training, organizations have adopted alternative ways to enable employee performance while reducing the cost and minimizing the time users spend away from the job. One alternative is electronic performance support systems (EPSS). The present study examined the effect of EPSS and training on user performance, time on task, and time in training. Results revealed that participants receiving only EPSS and those receiving training and EPSS performed significantly better on a tax preparation procedure than participants who received only training. Training‐only users also spent significantly more time completing the procedural task than their counterparts in other treatment groups, leading to a negative correlation between time on task and performance. The implications of these findings for the design and development of performance support and training interventions are discussed. 相似文献
13.
在121份企业员工调查问卷数据的基础上,运用有序Probit回归分析模型．分析个人特征、公司人事制度和组织氛围对员工离职倾向的影响。研究表明：企业薪酬的公平性和福利的激励性对员工忠诚度起着举足轻重的作用。拥有完善员工职业生涯规划和培训系统的企业,员工容易与其建立长期的雇佣关系。组织氛围对员工离职倾向也有重要的影响。从事繁杂的工作,得不到领导认可和支持的员工会选择逃离企业。员工离职倾向与个人特征也密切相关,企业进行员工离职管理．应充分考虑员工的个人特征。 相似文献
14.
吉林省中小企业职业培训存在重视不够、经费投入不足、缺少规划以及方法内容单一等问题。为解决这些问题,管理者应提高认识,政府应加强扶持,实行培训成本分担机制,做好培训规划,采用多元化培训方法。 相似文献
15.
John H. Cox 《Performance Improvement》2016,55(5):6-9
There is great support for the research that says that how one uses knowledge is linked to how and where that knowledge is acquired—especially, knowledge that is connected directly to performance. This how and where approach is rooted in time‐tested and research‐supported learning strategies. Key emphasis is placed on competency identification, maximum use of the work environment for learning, self‐directed learning activities along with a contracting structure that allows self‐pacing, mastery, individualization, and various feedback options. This article describes how to combine these learning strategies so that training and development (T&D) costs, time to train, and employee performance and retention are improved. This learning model is called learner‐guided training and development—a smart, highly leveraged design model. 相似文献
16.
The role of retail employees as customers was explored by quantitatively examining the influence of service climate and employee patronage on employee turnover intentions. Employees representing all shifts in two stores of a national retailer participated. Results indicated that employee patronage partially mediates the effects of service climate on employee turnover intentions. The findings suggest that employee patronage is a highly relevant organizational concept that warrants additional study. Practitioners may apply these findings in developing management and supervision training programs and designing employee selection and retention programs. Researchers may incorporate the variable of patronage when studying populations where employees can be external customers. Future research is necessary because the concept of employee patronage has not been adequately studied. 相似文献
17.
Muhammad Awais Bhatti Sharrifah Ali Mohd Faizal Mohd Isa Mohamed Mohamed Battour 《Performance Improvement Quarterly》2014,27(1):51-82
The purpose of this study is to examine the effects of individual, environmental, training design, and affective reaction factors on training transfer and transfer motivation. To determine the relationship between these factors and their influence on training transfer and to test the model, the researchers collected data from employees in the Malaysian banking sector. Structural equation modeling with Amos 16 was used to test the model and determine the relationship. The study suggested that training stakeholders should manage the training program effectively. Transfer is maximized when trainees have social support, high performance self‐efficacy, and transfer motivation. Stakeholders (e.g., trainers, trainees, supervisors, and peers) are important to the training transfer process, as are learner readiness, trainee reaction, instrumentality, and training retention. This study revealed that perceived content validity and transfer design work together and influence the trainee's performance self‐efficacy. In other words, if trainers want to improve the performance self‐efficacy level of trainees, they need to explain how the trainee can transfer the learned skills at the workplace and make sure the content of the training is similar to the actual job. The main objective of training programs is to align the employee's expertise with organizational goals. Organizations can achieve their desired objectives only when employees transfer the learned skills on the job. Unfortunately, employees often transfer only a small percentage of skills they have learned in training. To effectively manage their training programs, organizations need to identify and focus on the factors that resist effective training transfer. 相似文献
18.
随着电子技术的发展完善和互联网的普及运用，越来越多的企业将E—Learning运用到企业的员工培训中，作为学习的主体，企业员工对电子学习运行的成败起着举足轻重的作用。本文从E—Learning的外在表征和发展入手，分析电子学习与传统教室训练课程相比较的利弊，结合成功范例，提出企业针对员工的学习特点开展电子学习的方案。 相似文献
19.
浅谈企业职工培训的重要意义 总被引：1，自引：0，他引：1
李玉桐 《四川教育学院学报》2009,25(6):37-39
进入21世纪,企业为了生存和发展,职工培训显得尤为重要。首先解释了职工培训的含义并强调其重要性,其次阐述了职工培训的作用及简要介绍了其任务和具体形式,最后说明建立学习型企业是企业发展的需要。 相似文献
20.
Andrea D. Ellinger 《Performance Improvement Quarterly》2003,16(1):5-28
Proponents of the learning organization acknowledge that leaders and managers must assume roles as coaches in organizations that aspire to become learning organizations. The concept of the manager as coach is becoming increasingly popular as a way to facilitate learning and improve employee performance. Yet, despite the research that has been done on coaching, studies generally focus on characteristics of good coaches, requisite coaching skills, and employees' perceptions of the improvement in managers' coaching skills following such training programs. This article describes some of the findings from a larger qualitative critical incident study. Specifically, the triggers for coaching and the outcomes of coaching interventions for the individual employee, manager, and organization are examined and reported here. This study identifies gaps and discrepancies, political, and developmental issues as the primary triggers for coaching. Additionally, this study suggests that managers' commitment to coaching has the potential to impact performance at the individual employee, manager, and organizational level. 相似文献