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14問 • 1年前
  • Jan Rick Trinidad
    • 通報

    問題一覧

  • 1

    is a process of evaluating an individual in order to arrive at an objective human resource decision.

    performance appraisal

  • 2

    The Purposes of Performance Appraisal

    Strategic purpose administrative purpose Developmentsl purpose

  • 3

    These strategies are implemented through defining results, behavior and to some extent employee characteristics that are necessary for carrying out the predetermined goals and objectives

    Strategic purpose

  • 4

    Performance management information relative to performance appraisal points to the use of evaluation in decisions for salary adjustments, promotion, retention and termination, lay off and recognition of individual performance.

    Administrative purpose

  • 5

    Develop employee who are effective in their jobs

    Developmental purpose

  • 6

    The Criteria in the Development of a Measuring Instrument

    Validity Reability Acceptability Specificity

  • 7

    is the extent to which the performance measure assesses all the relevant aspects of the performance

    validity

  • 8

    Rating may be considered reliable if they are consistent. They are consistent if the individual employee in a group receives essentially the same ratings when evaluated at least twice by the same rate at different times or by different raters who are familiar with the work of the employee and have observed him perform his job

    RELIABILITY

  • 9

    refers to whether the people who use the performance measure accept it.

    ACCEPTABILITY

  • 10

    performance measure gives specific guidelines to employees about what is expected of them and how they can meet these expectations. Specificity is relevant to both the strategic and developmental purposes of performance management

    Specificity

  • 11

    Approaches to Performance Management

    Comparative Behavioral The results

  • 12

    Feedback as a System

    Data evaluation Action

  • 13

    Comparative Approach

    Ranking Forced Distribution Technique Paired Comparison Method Checklist Method

  • 14

    Behavioral Approach

    The Critical Incident The Behavioral Anchored Rating Scale Organizational Behavior Modification

    • governance

    governance

    Jan Rick Trinidad · 40問 · 2年前

    governance

    governance

    40問 • 2年前
    Jan Rick Trinidad

    purposive week 1

    purposive week 1

    Jan Rick Trinidad · 26問 · 1年前

    purposive week 1

    purposive week 1

    26問 • 1年前
    Jan Rick Trinidad

    purposive week 2

    purposive week 2

    Jan Rick Trinidad · 20問 · 1年前

    purposive week 2

    purposive week 2

    20問 • 1年前
    Jan Rick Trinidad

    Ganda ko!!!

    Ganda ko!!!

    Jan Rick Trinidad · 51問 · 1年前

    Ganda ko!!!

    Ganda ko!!!

    51問 • 1年前
    Jan Rick Trinidad

    ais

    ais

    Jan Rick Trinidad · 22問 · 1年前

    ais

    ais

    22問 • 1年前
    Jan Rick Trinidad

    ais tps

    ais tps

    Jan Rick Trinidad · 23問 · 1年前

    ais tps

    ais tps

    23問 • 1年前
    Jan Rick Trinidad

    INTACC

    INTACC

    Jan Rick Trinidad · 25問 · 1年前

    INTACC

    INTACC

    25問 • 1年前
    Jan Rick Trinidad

    gauahahabba

    gauahahabba

    Jan Rick Trinidad · 24問 · 1年前

    gauahahabba

    gauahahabba

    24問 • 1年前
    Jan Rick Trinidad

    n

    n

    Jan Rick Trinidad · 34問 · 1年前

    n

    n

    34問 • 1年前
    Jan Rick Trinidad

    Asean

    Asean

    Jan Rick Trinidad · 19問 · 1年前

    Asean

    Asean

    19問 • 1年前
    Jan Rick Trinidad

    HRM

    HRM

    Jan Rick Trinidad · 19問 · 1年前

    HRM

    HRM

    19問 • 1年前
    Jan Rick Trinidad

    HRM 2

    HRM 2

    Jan Rick Trinidad · 14問 · 1年前

    HRM 2

    HRM 2

    14問 • 1年前
    Jan Rick Trinidad

    HRM 3

    HRM 3

    Jan Rick Trinidad · 14問 · 1年前

    HRM 3

    HRM 3

    14問 • 1年前
    Jan Rick Trinidad

    HRM 4

    HRM 4

    Jan Rick Trinidad · 9問 · 1年前

    HRM 4

    HRM 4

    9問 • 1年前
    Jan Rick Trinidad

    chapter 5Bpc

    chapter 5Bpc

    Jan Rick Trinidad · 20問 · 1年前

    chapter 5Bpc

    chapter 5Bpc

    20問 • 1年前
    Jan Rick Trinidad

    chapter 6 sba

    chapter 6 sba

    Jan Rick Trinidad · 25問 · 1年前

    chapter 6 sba

    chapter 6 sba

    25問 • 1年前
    Jan Rick Trinidad

    8

    8

    Jan Rick Trinidad · 11問 · 1年前

    8

    8

    11問 • 1年前
    Jan Rick Trinidad

    17+°$}[$°$=$π

    17+°$}[$°$=$π

    Jan Rick Trinidad · 5問 · 1年前

    17+°$}[$°$=$π

    17+°$}[$°$=$π

    5問 • 1年前
    Jan Rick Trinidad

    問題一覧

  • 1

    is a process of evaluating an individual in order to arrive at an objective human resource decision.

    performance appraisal

  • 2

    The Purposes of Performance Appraisal

    Strategic purpose administrative purpose Developmentsl purpose

  • 3

    These strategies are implemented through defining results, behavior and to some extent employee characteristics that are necessary for carrying out the predetermined goals and objectives

    Strategic purpose

  • 4

    Performance management information relative to performance appraisal points to the use of evaluation in decisions for salary adjustments, promotion, retention and termination, lay off and recognition of individual performance.

    Administrative purpose

  • 5

    Develop employee who are effective in their jobs

    Developmental purpose

  • 6

    The Criteria in the Development of a Measuring Instrument

    Validity Reability Acceptability Specificity

  • 7

    is the extent to which the performance measure assesses all the relevant aspects of the performance

    validity

  • 8

    Rating may be considered reliable if they are consistent. They are consistent if the individual employee in a group receives essentially the same ratings when evaluated at least twice by the same rate at different times or by different raters who are familiar with the work of the employee and have observed him perform his job

    RELIABILITY

  • 9

    refers to whether the people who use the performance measure accept it.

    ACCEPTABILITY

  • 10

    performance measure gives specific guidelines to employees about what is expected of them and how they can meet these expectations. Specificity is relevant to both the strategic and developmental purposes of performance management

    Specificity

  • 11

    Approaches to Performance Management

    Comparative Behavioral The results

  • 12

    Feedback as a System

    Data evaluation Action

  • 13

    Comparative Approach

    Ranking Forced Distribution Technique Paired Comparison Method Checklist Method

  • 14

    Behavioral Approach

    The Critical Incident The Behavioral Anchored Rating Scale Organizational Behavior Modification