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Another way to divide up performance is in terms of task and contextual (citizenship and counterproductive) behaviors. [5] Whereas task performance describes obligatory behaviors, contextual behaviors are behaviors that do not fulfill specific aspects of the job's required role.
A performance appraisal, also referred to as a performance review, performance evaluation, [1] (career) development discussion, [2] or employee appraisal, sometimes shortened to "PA", [a] is a periodic and systematic process whereby the job performance of an employee is documented and evaluated. This is done after employees are trained about ...
A job competency model is a comprehensive, behaviorally based job description that both potential and current employees and their managers can use to measure and manage performance and establish development plans. Often there is an accompanying visual representative competency profile as well.
Another characteristic is multiple workers. Work sampling is commonly used to study the activities of multiple workers rather than one worker. The third characteristic is long cycle time. The job covered in the study has relatively a long cycle time. The last condition is the non-repetitive work cycles. The work is not highly repetitive.
A performance rating greater than 100 means the worker's performance is more than standard, and less than 100 means the worker's performance is less than standard. It is important to note that standard performance is not necessarily the performance level expected of workers, the term standard can be misleading.
A performance domain is a construct of all the essential behaviors that should be exhibited by someone on a specific job to achieve the goals set by the organization. [1]It is determined by the judgments of the decision-makers of the organization after they have conducted a thorough job analysis.
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The difference between current performance and the theoretical performance limit is the performance improvement zone. Another way to think of performance improvement is to see it as improvement in four potential areas: input requirements; e.g. working capital, material, replacement or reorder time, and set-up requirements.