Biomedical subjects
Publications and source records attributed to J G Goodale.
Employers who use subjective appraisal ratings can be charged with unlawful discrimination. The best defense, say the authors, is designing and using an equitable performance appraisal system.
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Explore the source record for details and available documents.
Explore the source record for details and available documents.
Explore the source record for details and available documents.
The popularity of various types of team building has grown dramatically in recent years, but many organizations have invested large amounts of time and money for little practical benefit. The growth of team-building activities has been characterized as "management by best-seller." This article examines the long-term impact of a number of team-building activities in terms of their positive effects on both employees and the work situation. Assessments are made of outward bound activities, empowerment programs, discussions of best-selling business books, motivational speakers, and group retreats to examine working relationships. A case study is then presented of a well-planned and structured retreat for a hospital. A group of about 75 supervisors and managers identified the strengths and problems of the hospital, analyzed the causes of the effectiveness and ineffectiveness of each department and the entire hospital, and proposed specific changes to improve teamwork and productivity. Conditions needed for the success of this approach were discussed.
Formal performance appraisal interviews are often ineffective because they strain working relationships between managers and employees and provide inadequate feedback to both parties. This article provides supervisors with specific guidance to improve appraisal interviews by addressing three topics: 1) why appraisal interviews are held; 2) what information is exchanged; and 3) how the interviews are planned and conducted. The author advises supervisors to discuss administrative decisions with the employee in an annual meeting and to stress employee development and performance improvement in separate interviews held as often as necessary. The article emphasizes that interviews are more effective when the topics discussed are observable employee performance and results rather than more subjective assessments of personal qualities, skills, and knowledge, which lead to employee defensiveness. Specific guidelines are given to help supervisors draw out the employee's assessments of his or her own performance and plans for improvement. This two-way communication approach contributes to a positive discussion between supervisors and employees and is also appropriate when team members assess the performance of their peers.