PubMed · 10279273
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M P Malone, A J Rucci. 1986. Designing and implementing a performance management system.. https://pubmed.ncbi.nlm.nih.gov/10279273/
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The authors studied the relationship between the Big Five personality factors and rating elevation among 111 students making peer evaluations. It was hypothesized that Conscientiousness (C) scores would be negatively correlated with rating level and that Agreeableness (A) scores would be positively correlated with rating level. We further predicted that individuals who were low on C and high on A would produce the most elevated ratings. As predicted, A scores were positively related to rating level (.33, p < .01) and C scores were negatively correlated with rating level (-.37, p < .01). Using the strong hypothesis test (P. Bobko, 1986), the authors found that ratings by low C and high A individuals were more elevated than all other groups of students combined (p < .01).
One of the major obstacles to successful implementation of TQM/CQI in hospitals has been management's failure to consider the workforce cultural situation. This quasi-qualitative study investigates eight workforce cultural factors in seven midwestern hospitals. Results reveal only one of the seven hospitals successfully implementing TQM/CQI.
Managers should not second-guess themselves when contemplating termination of marginal employees, i.e., those with sustained poor attitudes or performances. Poor performers should not be allowed to disadvantage an otherwise successful team; management ought not to retain someone it cannot fully support; and termination may be interpersonally excruciating but is organizationally very invigorating. This article identifies ten reasons why marginal employees prevail and are not dealt with in organizations. Acknowledging these barriers is a valuable first step in moving from analysis to synthesis as concerns removing them in the future.