The Virginia Cooperative Extension Service is considering a set of procedures to evaluate agent performance. In an attempt to help this consideration process, this study was undertaken to investigate the standards of the Performance Review, Analysis and Planning (PRAP) system. Adaptations of the FRAP system have been utilized by Extension organizations in other states. However, validation procedures have not been conducted by those states. Because of the history and concerns of the Cooperative Extension Service in Virginia, this research effort focused on the effects of race and gender in assessing the level of performance described in the PRAP standards and the relevancy of the standards to the job of an Extension agent. Also studied were the effects of program area, position, and employment location of the rater. Both quantitative and qualitative methodologies were used in the study. The sample for the quantitative portion of the study consisted of the Virginia Extension field staff population. An eighty-three percent (83%) instrument return rate was experienced. The qualitative portion involved twelve field interviews with agents in two of the six Extension administrative districts. The PRAP standards were found to be relevant to the job duties and responsibilities of Extension agents in Virginia. Furthermore, no significant differences were found by program area, position, or geographic location of employment. Significant statistical differences were found by gender and race. Qualitative evidence was found to support the race differences, however, differences by gender were not found in the qualitative data. / Ed. D.

This study is an effort to review and compare the qualities of service ratings currently being used in the manufacturing plants of Dallas County, Texas, with the recommended qualities for service ratings as set forth in the sources available in the North Texas State Teachers College Library. Also, individual service ratings selected from the group under study will be compared to each other and discussed in detail.

Call number: LD2668 .T4 1979 D34 / Master of Science

published_or_final_version / Psychology / Doctoral / Doctor of Philosophy

published_or_final_version / Public Administration / Master / Master of Public Administration

No description available.

An attempt was made to determine the presence of subjectivity in the appraisal system of a data processing company. Ninety-one clerks were given individual performance ratings by their supervisors, including an overall rating and ratings on seven performance dimensions. A multiple regression performed on these data resulted in a set of empirical weights. Supervisors were also asked to rank the relative importance of each of the seven dimensions to the clerk job. The mean rankings were regarded as apparent weights. A comparison of the empirical and apparent weights led to the conclusion that supervisors were not rating their employees according to what they said was important for successful performance, thus introducing an element of subjectivity into the system.

A research report submitted to the faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management (in the field of Governance and Public Leadership) 2015 / The performance management system was introduced in the South African public service with the intention to continuously manage performance by setting performance objectives, reviewing past performance, assessing current performance, improving poor performance, determining recognition and reward for good performance, and assisting with career planning. Research has revealed that although the performance management system has been implemented in government departments it has not achieved expected results. This study was undertaken as an attempt to investigate the factors leading to the challenges in implementing the performance management system in the Gauteng Department of Agriculture and Rural Development. To achieve this, semi-structured interviews were conducted with employees at different levels as well as a former trade union leader who was involved in the process of developing the Gauteng Provincial Government Policy on Performance Management and Development. Internal documents of the Department were also analysed. The themes identified led to a richer understanding of the factors affecting the implementation of the performance management system. The research findings indicate that although there is an understanding of performance management in the Department, implementation remains a challenge. The analysis of the responses indicated a great dissatisfaction with the current system. A few of the reasons are that not all managers show commitment towards the performance management system; some managers are not fair in the manner in which they conduct performance assessments and distribute rewards; it has failed to link performance outcomes to rewards in a meaningful manner; there is not much emphasis placed on personal and career development; and there are no measures put in place by supervisors to address employees who do not achieve the set performance targets. It is concluded that there is an urgent need for government to address the challenges experienced with the system, as at the moment, it is not meeting the objectives it was intended to meet. / MT2017

by Zhou Jun. / Includes "Chinese version of the questionaire". / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 43-45). / ABSTRACT / TABLE OF CONTENTS / ACKNOWLEDGEMENT / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- DEVELOPMENT OF PROPOSITIONS --- p.7 / Chapter III. --- METHODOLOGY --- p.19 / Chapter IV. --- DATA ANALYSIS --- p.25 / Chapter V. --- RESULTS --- p.30 / Chapter VI. --- DISCUSSION AND CONCLUSION --- p.34 / APPENDICES / BIBLIOGRAPHY

by Cho Kwok-kuen, Wan Yee-yin [and] Wong Tin-yue. / Abstract also in Chinese. / Thesis (MBA)--Chinese University of Hong Kong. / Bibliography: l. 140-143.