The prevailing conceptualization of employee performance is that performance is due to both innate and acquired characteristics of the employee. While the innate characteristics (such as personality or intelligence) are viewed as outside the manager's ability to control, the acquired characteristics (such as skills or behaviours) are subject to managerial control. As a result of this, a great deal of emphasis in Western theories has been on accurately measuring performance, and on providing appropriate interventions to being about an improvement in performance. In particular, the Western theories have concentrated upon the cognitive models underlying managers' evaluations of subordinate performance, since these cognitive models influence both the evaluations and actions that managers take. Using the knowledge, systems have been developed to help managers improve the accuracy and effectiveness of performance evaluation. Examples of practices adopted include the setting of external performance standard through job analysis, the development of rating methods to guide the evaluation process, and the provision of feedback. / Thesis (PhD)--University of South Australia, 2005.
| Identifer | oai:union.ndltd.org:ADTP/267417 |
| Creators | Lee, Jenny Shu Yee. |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | copyright under review |
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