Revision of Thesis (Ph. D.)--University of Oxford, 1979. / Includes bibliographical references (p. 253-260).

Thesis (Ph. D.)--University of Texas at Austin, 2006. / Vita. Includes bibliographical references.

A well-run business combines motivated, trained employees with the right work environment to produce the greatest results at the least cost. When the results (from a product or service) do not exceed costs by a sufficient margin, at least one part of the system is not operating efficiently. This problem is caused by a production deficiency, which occurs when actual performance does not match the desired performance (Herem, 1979). In order to determine the root of this problem, two areas must be examined. These areas are (a) the nature of the work environment and its organizational structure, which may prevent performance in spite of employee effort, and (b) the employees themselves who may lack either the motivation or the skills to perform the job. Intervention can be designed for either or both of these areas to ameliorate the production deficiency. After implementation, the results of such interventions must be evaluated for their effectiveness. This paper will review the processes of deficiency assessment, intervention, and program evaluation as they might be found in a business or service setting.

Call number: LD2668 .T4 1986 R533 / Master of Science / Psychological Sciences

手稿本. / Thesis (M.A.)--香港中文大學. / Shou gao ben. / Includes bibliographical references (leaves 183-185). / Thesis (M.A.)--Xianggang Zhong wen da xue. / 序言 --- p.1-3 / Chapter 第一章 --- 使府僚佐之辟用及利弊 --- p.4-39 / Chapter 第一節 --- 使府僚佐組織概況 / Chapter 第二節 --- 使府僚佐之辟用 / Chapter 第三節 --- 使僚的地位 / Chapter 第四節 --- 使院提高使僚的質素 / Chapter 第五節 --- 使府辟用僚佐之優點 / Chapter 第六節 --- 使府辟用之弊端 / Chapter 第二章 --- 使府僚佐之任遷 --- p.40-150 / Chapter 第一節 --- 文職僚佐之任遷 / Chapter 第二節 --- 軍將任遷 / Chapter 第三章 --- 使府僚佐之出身與前途 --- p.151-176 / Chapter 第一節 --- 使僚之出身 / Chapter 第二節 --- 前途´ؤ´ؤ使僚與唐政權關係之一面 / Chapter 第三節 --- 使府僚佐在仕途上之發展 / 本篇結論 --- p.177-182 / 引人及參考書目 --- p.183-185

by Chan Sau-Wing. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1999. / Includes bibliographical references (leaf 133). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.v / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- ACADEMIC REVIEW ON 360 DEGREE ASSESSMENT SYSTEM … --- p.3 / "What is ""360 Degree Assessment System""?" --- p.3 / Scope of Usage --- p.3 / Raters --- p.4 / Scoring --- p.4 / The Advantages of Using the 360-Degree Assessment --- p.6 / "Comprehensive, Balanced Feedback" --- p.6 / Insight into Management Style --- p.6 / Reduce Biases and Discrimination --- p.7 / Effective Identification of Developmental Needs --- p.7 / Customer Service Focus --- p.8 / Higher Staff Involvement and Motivation --- p.8 / Disadvantages of the System --- p.10 / Tension between Supervisors and Subordinates --- p.10 / Truthfulness of Assessment --- p.10 / Survey Fatigue --- p.10 / Resistance from Staff --- p.11 / Increased Pressure on Self-Concept --- p.11 / Factors for Success as Suggested by Scholars and Researchers --- p.12 / Staff Involvement --- p.12 / Assessment on Relevant Aspects --- p.13 / Proper Training to Users --- p.13 / Professional Feedback and Follow-up Action --- p.13 / Confidentiality --- p.14 / Gradual Implementation --- p.14 / Use of Assessment Results --- p.14 / The Application of 360-Degree Feedback System in United States --- p.16 / Applications in Hong Kong - Survey by Saville & Holdsworth Hong Kong Ltd --- p.18 / Chapter III. --- RESEARCH ISSUES AND METHODOLOGY --- p.20 / Chapter IV. --- WHAT CAN THE 360-DEGREE ASSESSMENT RESULTS TELL US？ -A Results Analysis Case Study --- p.22 / Brief Introduction --- p.22 / Scope of Data for Analysis --- p.23 / Analysis Methodology --- p.23 / Observations --- p.23 / Overall Comparison --- p.24 / Comparison by Gender --- p.24 / Comparison by Country --- p.24 / Comparison by Function --- p.25 / Comparison by Competency --- p.25 / Conclusion --- p.26 / Chapter V. --- CASE STUDIES ON USERS' OPINIONS --- p.27 / Case Study One --- p.27 / Brief Introduction of the Company and the History of the System --- p.27 / About the Current System --- p.27 / Opinions from the Human Resource Representative --- p.30 / Survey on Users' Opinions --- p.30 / Case Study Two --- p.43 / Brief Introduction of the Company and the History of the System --- p.43 / About the Current System --- p.43 / Opinions from the Human Resource Representative --- p.45 / Survey on Users' Opinions --- p.45 / Case Study Three --- p.59 / Brief Introduction of the Company and the History of the System --- p.59 / About the Current System --- p.59 / Opinions from the Human Resource Representative --- p.60 / Survey on Users' Opinions --- p.60 / Chapter VI. --- OVERALL OBSERVATIONS AND ANALYSIS ON FINDINGS IN ALL THREE COMPANIES --- p.70 / "User Information, Understanding and Training" --- p.70 / Time-efficiency and Effectiveness --- p.70 / Adequacy of Observations --- p.71 / Narrative Description and Supporting Examples --- p.71 / Appraisers' Honesty in Assessment --- p.71 / Confidence in Assessment Truthfulness --- p.72 / Communication and Relationship Enhancement --- p.72 / Anonymity --- p.72 / Ipsative Scoring and Normative Scoring --- p.72 / Feedback --- p.73 / Developmental Purpose vs. Performance Management --- p.73 / 360-Degree System vs. Traditional Appraisal --- p.73 / Analysis by Demographic Characteristics --- p.73 / Chapter VII. --- SURVEY ON NON-USERS --- p.81 / Profile of the Respondents --- p.81 / Responses from Non-Users --- p.82 / Chapter VIII. --- FINDINGS AND CONCLUSION --- p.87 / Chapter IX. --- LIMITATIONS --- p.90 / APPENDIX --- p.91 / BIBLIOGRAPHY --- p.133

There is little empirical evidence relating to how university administrative employees view the performance appraisal process (Analoui & Fell, 2002). The aims of this study were: (1) to determine the purpose of the performance appraisal system used at Auckland University of Technology (AUT), and (2) to investigate administrative staff perceptions and understanding of this appraisal system. Areas investigated included (1) how allied staff viewed the process, (2) how prepared they were for the process, (3) did it impact on their motivation, and (4) did it help or hinder career development. From the research findings, the researcher prepared a set of recommendations for AUT Human Resource department. The recommendations were intended to assist in making AUT performance appraisals more meaningful and relevant to administrative staff, and foster a better awareness of the benefits of undertaking the process. This study was a partial replication of the Analoui and Fell study undertaken in the UK. Like the study being replicated, this current study was also exploratory basic research adopting a triangulation method. This consisted of the positivistic methodology adopting the cross-sectional survey - structured closed questions questionnaire; the phenomenological methodology using an explanatory case study whereby audio-taped semi-structured interviews were conducted; and the use of researcher (myself) as research instrument. AUT documents relating to performance appraisal were also reviewed. Ethics approval was sought from AUT Ethics Committee. The Analoui and Fell questionnaire and interview guide were modified to suit the AUT context. The sample consisted of 543 staff members. The return rate of the staff survey was 20 per cent.The study found that there was no evidence that the respondents wanted the process discontinued even though comments from those who had been through a Performance and Development Review (P&DR) and Formative Appraisal (FA) indicated a range of both positive and negative experiences. Respondents felt that they were adequately prepared and that they were involved in the pre-appraisal process. In terms of performance appraisal as a motivational tool, few respondents felt that the process motivated them. There was evidence that FA was beneficial in helping with career development. The stated main purposes of AUT performance appraisal were: to assist in administrative (pay increase and promotion), and developmental (training) decisions, with the latter purpose being secondary. Recommendations resulting from the current research findings include: (1) that the current process should be evaluated, and (2) appraisers and appraisees should undertake training prior to an appraisal. On-going research should be undertaken to find out how administrative staff in the wider NZ university sector view the process. To follow-on from the current research, a longitudinal study should be undertaken of administrative staff reactions immediately after an appraisal. Research should also be undertaken to investigate if administrative staff will associate completion of the performance appraisal process which includes the setting of goals with an increased work overload.

Thesis (Ph. D.)--University of Hong Kong, 2007. / Title proper from title frame. Also available in printed format.

Thesis (Ph. D.)--University of Missouri-Columbia, 2001. / Typescript. Vita. Includes bibliographical references (leaves 110-114). Also available on the Internet.

Thesis (Ph. D.)--University of Missouri-Columbia, 2001. / Typescript. Vita. Includes bibliographical references (leaves 110-114). Also available on the Internet.