Conversations about job performance: a communication perspective on the appraisal process
Researchers and practitioners have devoted substantial time and effort over many years to develop satisfactory performance appraisal systems that impart useful information to employees about their job performance. Nonetheless, problems continue to arise, principally because managers often find it di...
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
[New York, N.Y.] (222 East 46th Street, New York, NY 10017)
Business Expert Press
c2012
|
| Ausgabe: | 1st ed |
| Schriftenreihe: | Human resource management and organizational behavior collection
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| Schlagworte: | |
| Zusammenfassung: | Researchers and practitioners have devoted substantial time and effort over many years to develop satisfactory performance appraisal systems that impart useful information to employees about their job performance. Nonetheless, problems continue to arise, principally because managers often find it difficult to provide feedback on performance to their employees. We offer a Communication- Centered Approach (CCA) to performance appraisal that is focused on its most challenging part, viz., the appraisal interview. The CCA is intended to facilitate this discussion between managers and their employees by addressing the communication issues involved in preparing for, conducting, and reporting the results of a conversation about job performance. The CCA is useful because, despite the continuing evolution of performance appraisal, a conversation about the employee's performance is still a very important component of the latest systems. Also, focusing on communication offers a valuable perspective on all aspects of performance appraisal: defining performance and its various facets; how performance information is given and perceived; and the interactional context that affects the meaning of feedback. The CCA, in other words, offers ideas pertinent to the preinterview, interview, and post-interview phases of the performance appraisal process that make discussions of employee performance more effective. Importantly, the communication literature that is the basis for each of these ideas is described and illustrations are offered of how the conceptual foundation may be translated into practice. Samples of materials consistent with the CCA that were developed at a renowned research and development laboratory are woven into the presentation |
| Beschreibung: | Title from PDF t.p. (viewed on December 23, 2011) |
| Beschreibung: | 1 electronic text (xii, 265 p.) digital file |
| ISBN: | 9781606490754 |
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| 520 | |a Researchers and practitioners have devoted substantial time and effort over many years to develop satisfactory performance appraisal systems that impart useful information to employees about their job performance. Nonetheless, problems continue to arise, principally because managers often find it difficult to provide feedback on performance to their employees. We offer a Communication- Centered Approach (CCA) to performance appraisal that is focused on its most challenging part, viz., the appraisal interview. The CCA is intended to facilitate this discussion between managers and their employees by addressing the communication issues involved in preparing for, conducting, and reporting the results of a conversation about job performance. The CCA is useful because, despite the continuing evolution of performance appraisal, a conversation about the employee's performance is still a very important component of the latest systems. Also, focusing on communication offers a valuable perspective on all aspects of performance appraisal: defining performance and its various facets; how performance information is given and perceived; and the interactional context that affects the meaning of feedback. The CCA, in other words, offers ideas pertinent to the preinterview, interview, and post-interview phases of the performance appraisal process that make discussions of employee performance more effective. Importantly, the communication literature that is the basis for each of these ideas is described and illustrations are offered of how the conceptual foundation may be translated into practice. Samples of materials consistent with the CCA that were developed at a renowned research and development laboratory are woven into the presentation | ||
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Datensatz im Suchindex
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| spelling | Gordon, Michael E. Verfasser aut Conversations about job performance a communication perspective on the appraisal process Michael E. Gordon and Vernon D. Miller 1st ed [New York, N.Y.] (222 East 46th Street, New York, NY 10017) Business Expert Press c2012 1 electronic text (xii, 265 p.) digital file txt rdacontent c rdamedia cr rdacarrier Human resource management and organizational behavior collection Title from PDF t.p. (viewed on December 23, 2011) Researchers and practitioners have devoted substantial time and effort over many years to develop satisfactory performance appraisal systems that impart useful information to employees about their job performance. Nonetheless, problems continue to arise, principally because managers often find it difficult to provide feedback on performance to their employees. We offer a Communication- Centered Approach (CCA) to performance appraisal that is focused on its most challenging part, viz., the appraisal interview. The CCA is intended to facilitate this discussion between managers and their employees by addressing the communication issues involved in preparing for, conducting, and reporting the results of a conversation about job performance. The CCA is useful because, despite the continuing evolution of performance appraisal, a conversation about the employee's performance is still a very important component of the latest systems. Also, focusing on communication offers a valuable perspective on all aspects of performance appraisal: defining performance and its various facets; how performance information is given and perceived; and the interactional context that affects the meaning of feedback. The CCA, in other words, offers ideas pertinent to the preinterview, interview, and post-interview phases of the performance appraisal process that make discussions of employee performance more effective. Importantly, the communication literature that is the basis for each of these ideas is described and illustrations are offered of how the conceptual foundation may be translated into practice. Samples of materials consistent with the CCA that were developed at a renowned research and development laboratory are woven into the presentation Employees Rating of Communication in personnel management Miller, Vernon D. Sonstige oth Erscheint auch als Druck-Ausgabe 9781606490747 |
| spellingShingle | Gordon, Michael E. Conversations about job performance a communication perspective on the appraisal process Employees Rating of Communication in personnel management |
| title | Conversations about job performance a communication perspective on the appraisal process |
| title_auth | Conversations about job performance a communication perspective on the appraisal process |
| title_exact_search | Conversations about job performance a communication perspective on the appraisal process |
| title_full | Conversations about job performance a communication perspective on the appraisal process Michael E. Gordon and Vernon D. Miller |
| title_fullStr | Conversations about job performance a communication perspective on the appraisal process Michael E. Gordon and Vernon D. Miller |
| title_full_unstemmed | Conversations about job performance a communication perspective on the appraisal process Michael E. Gordon and Vernon D. Miller |
| title_short | Conversations about job performance |
| title_sort | conversations about job performance a communication perspective on the appraisal process |
| title_sub | a communication perspective on the appraisal process |
| topic | Employees Rating of Communication in personnel management |
| topic_facet | Employees Rating of Communication in personnel management |
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