O tema da sucessão é relevante porque a sobrevivência das empresas depende de dispor de pessoas em todos os níveis organizacionais preparadas para assumir posições críticas abertas pelo crescimento do negócio ou saída de seus atuais ocupantes. Nota-se tendência de as organizações buscarem o desenvolvimento dos talentos internos como parte de seu sistema de gestão sucessória. Entretanto, essa estratégia requer que a organização disponha de mecanismos que permitam identificar quando/quanto os indivíduos estão prontos para assumir posições de maior complexidade. Falha nessa identificação implica na perda dos investimentos no desenvolvimento das pessoas e nas consequências indesejáveis inerentes ao fracasso de líderes. O presente estudo teve como objetivo aprofundar a compreensão sobre como as organizações brasileiras identificam, no contexto do processo sucessório, pessoas aptas a assumir atribuições e responsabilidades de maior complexidade. Para tanto, optou-se pelo método do estudo de caso único. Com base no referencial teórico, desenvolveram-se cinco proposições que serviram para orientar a busca e análise dos dados. A primeira afirmava que organizações com práticas diferenciadas de gestão de pessoas têm um sistema de gestão sucessória que inclui a avaliação sistemática do desempenho e do potencial das pessoas. A segunda propunha que as organizações diferenciam as posições conforme o nível de complexidade das atribuições e responsabilidades. Ambas foram confirmadas pelos resultados do caso. A terceira era que as organizações determinam os requisitos das posições conforme o nível de complexidade das atribuições e responsabilidades, o papel de gestão e liderança e a orientação estratégica do negócio. Esta proposição foi parcialmente confirmada. Verificou-se que apenas requisitos de natureza técnica são diferenciados por nível de complexidade e que a determinação dos requisitos considera o papel de gestão e a orientação estratégica da organização. A quarta afirmava que as organizações adotam os requisitos da posição atual como critério para avaliar desempenho na dimensão de desenvolvimento e da posição de maior complexidade, para avaliar potencial, o que não foi confirmado. A quinta e última afirmava que as organizações utilizam o resultado das avaliações de desempenho nas dimensões de objetivos e metas, comportamentos e desenvolvimento, assim como da avaliação de potencial para identificar aquelas aptas a assumir posições de liderança de maior complexidade. Esta proposição foi confirmada. Não foi identificado um processo linear ou objetivo para a identificação de pessoas aptas a assumir posições de liderança de maior complexidade. Observou-se um processo fluido, flexível e subjetivo que considera um conjunto de informações geradas pelos processos de gestão de pessoas e de negócios. As avaliações de desempenho e de potencial fornecem informações que permitem identificar indivíduos com potencial de crescimento e desempenho acima do esperado para a posição que ocupam. Observou-se que estas são pré-condições para assumir atribuições e responsabilidades de maior complexidade. Além dos processos de avaliação de pessoas presentes na proposição, a organização estudada revelou outros processos que também são considerados na identificação de pessoas aptas a assumir posições de liderança de maior complexidade, como gestão de competências, mentoração e assessment, além de alguns processos de gestão de negócios como reuniões gerenciais e operacionais. / The theme of succession is relevant because companies\' survival depends on disposing of people at all organizational levels ready to take on the critical positions generated by business growth or departure of the incumbent. There is a trend whereby organizations are seeking to develop internal talent as part of their succession management system. However, this strategy requires mechanisms that allow the organization to identify when/whether individuals are ready to take on more complex assignments and responsibilities. Failure to do so implies losses in the investments made in development as well as the undesirable consequences of leader failure. The present study aims at enhancing the understanding of how Brazilian companies identify, in the context of the succession process, people ready to take on more complex assignments and responsibilities. In order to achieve this goal, the case study method was chosen. Based on theory review, five propositions were developed. These propositions served to guide data collection and analysis. The first stated that organizations with differentiated human resources management practices have a succession management system that includes the systematic appraisal of employee performance and potential. The second proposed that organizations differentiate work positions according to the level of complexity of the assignments and responsibilities. Both propositions were confirmed by case results. The third stated that organizations determine position requirements according to the complexity of the assignments and responsibilities, the management and leadership role, and the business strategic orientation. This proposition was partially confirmed. It was verified that only technical requirements are differentiated according to the complexity of the assignments and responsibilities and that the determination of the requirements considered the management role and the business strategic orientation. The fourth stated that organizations adopt current position requirements as criteria for performance appraisal in the dimension of development and the requirements of the next, more complex position, for potential appraisal. This statement was not confirmed. The fifth stated that organizations utilize the results of the performance appraisals in the dimensions of objectives and goals, behaviors and development, as well as those of the potential appraisal, to identify people that are ready to take on more complex leadership positions. This proposition was confirmed. The identification process that this study revealed was neither linear nor objective, but rather, fluid, flexible and subjective, considering a set of data generated in the various business and people management processes. The performance and potential appraisal processes supply information that support the identification of individuals that show superior performance in the current position and potential to grow to more complex positions. It was observed that these are pre-requisite conditions to take on more complex assignments and responsibilities. In addition to the appraisal processes stated in the propositions, the case studied revealed other processes that are also important in the referred identification such as competency management, mentoring and assessment, as well as business management processes such as management and operational meetings.

This study was an investigation into participant perceptions of principal appraisal in Australian Lutheran schools where a national, systematic appraisal process for principals, entitled Principal Appraisal for Development (PAD), has been in place since 2000. The study group for the investigation consisted of fifteen principals, ten chairpersons of school councils and two district directors, all of whom had been involved in the process. The literature review indicated that whilst there was substantive scholarly writing on the purpose and methods of principal appraisal, there was a lack of recorded research on the experience and longer term outcomes of appraisal. Accordingly, the focus of the study was an examination of participant perceptions of the experience and impact of appraisal. The study's theoretical underpinning was symbolic interactionism and it adopted a qualitative approach to answer the central research question: What are principal and governing council chairperson perceptions of the efficacy of principal appraisal processes in Australian Lutheran schools? Data for the study were gathered through focus group and individual qualitative interviews. In addition, documents associated with the appraisal process were obtained for analysis. The data were then analysed using grounded theory methods, leading to the generation of three theoretical propositions. The first proposition was that the efficacy of principal appraisal depended on the completion of an explicit process that followed six clearly defined and understood steps; the second: that five perceptions of the efficacy of the appraisal process could be identified amongst participants; and the third: that the role played by key players in a spirit of trust in the process and in one another facilitated perceptions of efficacy in the appraisal process. Furthermore, the context in which the process took place, the actual purpose of the process and the nature of responses by participants emerged as key factors in each proposition. In particular, these factors determined whether the appraisal process advanced through the six defined stages required to ensure meaningful, long-term development for the principal, which of the perceptions of efficacy of the process for development was held by participants, and the extent to which trust in one another and in the process was evident. From these propositions eight statements that describe the experience of study participants were identified. These comprised: their belief that a development purpose must have priority in appraisal for perceptions of efficacy of the process; credible messages needed to emerge from the appraisal process for perceptions of its efficacy; appraisal needed to be perceived as a complex process of change involving meaning-making; principal as agent and initiator in the appraisal process facilitated perceptions of efficacy; a supportive and improvement-oriented environment for professional development was associated with perceptions of efficacy of the process; professional development of the principal needed to be perceived as a complex process; trust in the process and in one another was necessary for perceptions of appraisal's efficacy; and appraisal was recognised as having outcomes that may distract from development. These findings have specific implications for the policy and practice of principal appraisal in Lutheran schools, especially as PAD is reviewed. The findings also have application to other appraisal settings and generated key questions to assist in developing, implementing and evaluating principal appraisal systems. The study also indicated that those involved in the appraisal process need to think through how appraisal, development and accountability are related. These concepts are important and legitimate, and are to be both separated and recognised in any employment context. The study found that appraisal that resulted in development was a complex process of change involving shifts to meaning and behaviour. Such a process needed to be supported through an environment of trust with an improvement focus. The study has indicated that appraisal for development needs to be informed more fully by an understanding of the professional development literature. In summary, the study has contributed to an understanding of the place of appraisal in the learning and development of school principals.

No description available.

Global climate change has brought about not only rise in global temperature, but also other climate anomalies such as severe storms, droughts and floods. To reduce damages from these disasters, both the government and public need to take preparations. This study aims to explore the factors that may influence the public's flood preparedness. The explored factors were derived from Rogers¡¦s (1983) protection motivation theory and Grothmann and Patt's (2005) model of private proactive adaptation to climate change. A questionnaire was mailed to a random sample of Kaohsiung citizens, 490 of whom lived in flood-prone areas and the rest 210 lived in other areas in Kaohsiung. A total of 264 citizens responded. Results showed that threat appraisal and coping appraisal could affect the intent to prepare, and threat appraisal was affected by reliance on government and disaster experience. These suggest that if the government wants to increase people's flood preparedness, it should both (a) make people alert to the severity and high possibility of future floods, and (b) make people believe that they could take affordable and effective measures to reduce their flood damage.

Application of Knowledge Management on Performance Appraisal and Management System Abstract The goal of competitive strategy is to create competitive advantages and gain the maximum value. On the other hand, competitive advantage lies in differentiation which originates from exclusive ¡§core competence and resource¡¨. In fact, what so called ¡§core competence and resource¡¨ tightly relates to ¡§knowledge¡¨ because to compare with other resource, knowledge has the characteristics of being ¡§scarce¡¨, ¡§difficult to imitate¡¨ ¡§unable to copy¡¨, and ¡§granted with exclusive rights¡¨ (Hsu Shihchun, 2000) and these are the essential elements for a company to remain its competitive advantages. Thus, Knowledge Management (KM) determines powerfully the survival of a company. In terms of business management, the ultimate goal of Performance Management System is to enhance organization efficiency which is built on the integration and improvement of business operation. It is also an important system aiming for improving or strengthening the system of ¡§core competence and resource¡¨ building. This coincides with the nature of knowledge management and benefits each other. Management activities such as production, marketing, R&D, accounting, purchasing, and human resource tie with ¡§the import , capture , retrieval , access , use , sharing , creation of knowledge¡¨ and this evidently indicates the popularity and long existence of KM activities. This study attempted to use KM Process as the base to construct a case study model with theoretical and practical application through the application demand of Knowledge Technology (KT). Before constructing the model, this study first reviewed the previous literature and understood the definition of KM and Performance Appraisal and Management. With the help of diagnosis tool, Six Box Model (Weisbord, 1976), we improved the study model of Knowledge Based Performance Appraisal and Management System (KBPAMS). Meanwhile, we adopted dimensional elements to compile an ideal ¡§Study Form for KBPAMS.¡¨ We also selected certain companies as the cases to examine the existing system and conducted one by one in-depth interviews with employees of chosen companies. Due to the limitations on study time and human resources, random sampling as well as convenience sampling were excluded; purposive sampling was chosen to understand the actual demand and opinions of workers. Next, Flow Chart and handling description were two methods of presentation to construct a simple ¡§KBPAMS¡¨ case study model as the reference for future establishment of information system. In the end, we used the improvement of the ¡§KBPAMS¡¨ case study model. To analyze the six dimensional elements of the ¡§KBPAMS¡¨ and studied it by open-system-view. Four suggestions were offered for conclusion as follows: 1.Returning to the humanity; 2.Integrating business culture and creating business characteristics; 3.long-term Investing on KBPAMS; 4.Gaining full-support from the top-manager. Keywords¡G Knowledge Management (KM), Knowledge Technology (KT), Performance Appraisal and Management, Performance Appraisal System (PAS)

No description available.

Cognitive appraisal is a pivotal construct that has been identified in determining the stress response and coping response. Researchers have shown specific physiological outcomes of initial cognitive appraisals that are taken more as a threat or a challenge. Cognitive appraisal is known to fluctuate, but little is known about what influences these cognitive re-appraisals. While it has been theorized that changes in physiological arousal might impact cognitive re-appraisals, there is little support for this return pathway. Performance with the stressor has however been indicated as impacting cognitive reappraisals. The studies presented here tested the relationships between cognitive appraisal, cognitive re-appraisal, coping response, performance measures, and changes in physiology. A computerized digit-symbol reaction time task presented to participants as "an IQ test" yielded performance measures, while heart rate and mean arterial blood pressure were recorded, as were measures of participants' cognitive appraisal of the stressor. Participants were both male and female undergraduates with 28 in the first study and 71 in the second study. Results from both studies indicate that the initial cognitive appraisal predicted the coping response as self-reported after the task. Initial cognitive appraisal also predicted more than a third of the variance observed in cognitive re-appraisal. The performance measure, percent correct, predicted an additional 15% of the variance. Neither heart rate nor mean arterial pressure was found to influence the cognitive re-appraisal at the end of the task. The second study also had a subjective performance measure and another cognitive re-appraisal after three minutes of rest. Tests indicated that the subjective percent correct predicted over 15% of the variance of cognitive re-appraisal, subsuming the objective measure of percent correct. The second study also found only one physiological measure, the stress response’s mean arterial pressure, predicted 4% of the variance of the latter cognitive re-appraisal. Results identify the initial appraisal of, and the perception of performance with a stressful task as the primary targets for interventions promoting more effective coping and positive emotions. Future research is discussed that can address the limitations of these studies and investigate other environmental and personal factors that may influence cognitive appraisals. / text

abstract: Employees are directly involved in work tasks and processes which are necessary to accomplish unit or organizational goals, and accordingly, they may become aware of key mistakes, slips, and failures that are unbeknownst to the leader or supervisor responsible for the work unit or organization. Given that errors or deviations in work tasks or processes can have far-reaching effects within the organization, it may be essential for employees to share bad news with their leader or supervisor so that steps can be taken to address the issue or ameliorate negative consequences. However, although employees' sharing of bad news may be important to the organization and should be encouraged, supervisors may respond to the messenger in ways that discourage the behavior. Unfortunately, we lack an explanation of why and under what conditions supervisors respond positively or negatively to employees who share bad news. Thus, the purpose of this dissertation is to address this gap in our understanding. I draw from social exchange theory and the transactional theory of stress to develop a conceptual model of sharing bad news. I suggest that sharing bad news can be cast as a transaction between employees and supervisors that is mediated by supervisors’ appraisals of employees’ sharing the message. The quality of the relationship between an employee and supervisor, or leader-member exchange (LMX), is strengthened when supervisors appraise the sharing of bad news as challenging, or potentially rewarding; however, LMX is weakened when supervisors appraise the sharing of bad news as hindering, or potential harmful. In turn, LMX influences supervisor responses to the sharing of bad news in the form of evaluations of the employee’s effectiveness. In addition to these main effects, I also consider how aspects of the message delivery, such as the timeliness with which messages are conveyed and extent to which employees incorporate solutions when they share bad news, can influence supervisor appraisals of sharing bad news. Finally, I suggest that the extent to which the messenger is responsible for the bad news moderates the relationships between appraisals of sharing bad news and LMX. I test this model in three studies. / Dissertation/Thesis / Doctoral Dissertation Business Administration 2017

O tema da sucessão é relevante porque a sobrevivência das empresas depende de dispor de pessoas em todos os níveis organizacionais preparadas para assumir posições críticas abertas pelo crescimento do negócio ou saída de seus atuais ocupantes. Nota-se tendência de as organizações buscarem o desenvolvimento dos talentos internos como parte de seu sistema de gestão sucessória. Entretanto, essa estratégia requer que a organização disponha de mecanismos que permitam identificar quando/quanto os indivíduos estão prontos para assumir posições de maior complexidade. Falha nessa identificação implica na perda dos investimentos no desenvolvimento das pessoas e nas consequências indesejáveis inerentes ao fracasso de líderes. O presente estudo teve como objetivo aprofundar a compreensão sobre como as organizações brasileiras identificam, no contexto do processo sucessório, pessoas aptas a assumir atribuições e responsabilidades de maior complexidade. Para tanto, optou-se pelo método do estudo de caso único. Com base no referencial teórico, desenvolveram-se cinco proposições que serviram para orientar a busca e análise dos dados. A primeira afirmava que organizações com práticas diferenciadas de gestão de pessoas têm um sistema de gestão sucessória que inclui a avaliação sistemática do desempenho e do potencial das pessoas. A segunda propunha que as organizações diferenciam as posições conforme o nível de complexidade das atribuições e responsabilidades. Ambas foram confirmadas pelos resultados do caso. A terceira era que as organizações determinam os requisitos das posições conforme o nível de complexidade das atribuições e responsabilidades, o papel de gestão e liderança e a orientação estratégica do negócio. Esta proposição foi parcialmente confirmada. Verificou-se que apenas requisitos de natureza técnica são diferenciados por nível de complexidade e que a determinação dos requisitos considera o papel de gestão e a orientação estratégica da organização. A quarta afirmava que as organizações adotam os requisitos da posição atual como critério para avaliar desempenho na dimensão de desenvolvimento e da posição de maior complexidade, para avaliar potencial, o que não foi confirmado. A quinta e última afirmava que as organizações utilizam o resultado das avaliações de desempenho nas dimensões de objetivos e metas, comportamentos e desenvolvimento, assim como da avaliação de potencial para identificar aquelas aptas a assumir posições de liderança de maior complexidade. Esta proposição foi confirmada. Não foi identificado um processo linear ou objetivo para a identificação de pessoas aptas a assumir posições de liderança de maior complexidade. Observou-se um processo fluido, flexível e subjetivo que considera um conjunto de informações geradas pelos processos de gestão de pessoas e de negócios. As avaliações de desempenho e de potencial fornecem informações que permitem identificar indivíduos com potencial de crescimento e desempenho acima do esperado para a posição que ocupam. Observou-se que estas são pré-condições para assumir atribuições e responsabilidades de maior complexidade. Além dos processos de avaliação de pessoas presentes na proposição, a organização estudada revelou outros processos que também são considerados na identificação de pessoas aptas a assumir posições de liderança de maior complexidade, como gestão de competências, mentoração e assessment, além de alguns processos de gestão de negócios como reuniões gerenciais e operacionais. / The theme of succession is relevant because companies\' survival depends on disposing of people at all organizational levels ready to take on the critical positions generated by business growth or departure of the incumbent. There is a trend whereby organizations are seeking to develop internal talent as part of their succession management system. However, this strategy requires mechanisms that allow the organization to identify when/whether individuals are ready to take on more complex assignments and responsibilities. Failure to do so implies losses in the investments made in development as well as the undesirable consequences of leader failure. The present study aims at enhancing the understanding of how Brazilian companies identify, in the context of the succession process, people ready to take on more complex assignments and responsibilities. In order to achieve this goal, the case study method was chosen. Based on theory review, five propositions were developed. These propositions served to guide data collection and analysis. The first stated that organizations with differentiated human resources management practices have a succession management system that includes the systematic appraisal of employee performance and potential. The second proposed that organizations differentiate work positions according to the level of complexity of the assignments and responsibilities. Both propositions were confirmed by case results. The third stated that organizations determine position requirements according to the complexity of the assignments and responsibilities, the management and leadership role, and the business strategic orientation. This proposition was partially confirmed. It was verified that only technical requirements are differentiated according to the complexity of the assignments and responsibilities and that the determination of the requirements considered the management role and the business strategic orientation. The fourth stated that organizations adopt current position requirements as criteria for performance appraisal in the dimension of development and the requirements of the next, more complex position, for potential appraisal. This statement was not confirmed. The fifth stated that organizations utilize the results of the performance appraisals in the dimensions of objectives and goals, behaviors and development, as well as those of the potential appraisal, to identify people that are ready to take on more complex leadership positions. This proposition was confirmed. The identification process that this study revealed was neither linear nor objective, but rather, fluid, flexible and subjective, considering a set of data generated in the various business and people management processes. The performance and potential appraisal processes supply information that support the identification of individuals that show superior performance in the current position and potential to grow to more complex positions. It was observed that these are pre-requisite conditions to take on more complex assignments and responsibilities. In addition to the appraisal processes stated in the propositions, the case studied revealed other processes that are also important in the referred identification such as competency management, mentoring and assessment, as well as business management processes such as management and operational meetings.

A review of the normative literature, in the field of Information Technology (IT)/ Information System (IS) justification, examines how organisations evaluate their investments in Manufacturing Resource Planning (MRPII). This is achieved through investigating the issues surrounding capital budgeting, with a particular focus on investment appraisal. In doing so, a novel taxonomy of generic appraisal techniques is proposed. This taxonomy identifies a number of methods for appraising MRPII investments, and through describing these techniques, a classification is offered that identifies their respective characteristics and limitations. In doing so, it becomes clear that although many of the benefits and savings resulting from MRPII are suitable for inclusion within traditional accountancy frameworks, it is their intangible and non-financial nature, together with a range of indirect project costs that confuse the justification process. These factors, together with a range of human and organisational implications, that further complicate the decision making process are also identified. Hence, it appears through a critical review of the literature that many companies are unable to assess the implications of their MRPII investments, thus amounting to a myopic appraisal process that focuses on the analysis of those benefits and costs that are financially quantifiable. In acknowledging the limitations of traditional appraisal techniques, a conceptual model for IT/IS investment evaluation is proposed, which is underpinned by research hypotheses. To test the validity of the proposed hypotheses, a robust novel research methodology is then developed. In doing so, an interpretivist stance is adopted, which favours the use of qualitative research methods during a multiple case enquiry. Whilst conducting the empirical research, it soon emerged that the hypotheses represented significant factors for consideration within the presented model. As a result, such constructs now establish themselves as integral parts within a structured evaluation process. However, during the empirical research, complementary evaluation criteria also emerged, which resulted in modifications being made to the previously presented conceptual model. In doing so, culminating in the development of descriptive MRPII evaluation criteria and a model, which provides investment decision makers with novel frames of reference during the evaluation of MRPII investment proposals.