000			01882nam a2200217Ia 4500
003			NULRC
005			20250520100553.0
008			250520s9999 xx 000 0 und d
020			_a816019029
040			_cNULRC
050			_aHF 5549.5 .P47 1988
245		0	_aPerformance : _bthe art & science of business management / _cedited by A. Dale Temple
260			_aNew York : _bFacts On File Publications, _cc1988
300			_axiv, 378 pages ; _c23 cm.
504			_aIncludes bibliographical references and index.
505			_aPart I. Performance-An Organizational and Cultural Correlation -- Part II. Factors of Behavior and Attitude -- Part III. Management-A Critical Performance Link -- Part IV. Task Definition-Undefined and Unclear Expectations -- Part V. Performance Appraisal-A Diagnosis -- Part VI. Improving Appraisal Effectiveness -- Part VII. Appraisal Feedback Techniques.
520			_aMost of the literature on the subject focuses on six external factors that determine an employee's level of performance. These determinants are the work environment; management behavior; job design; performance appraisals; feedback; and salary administration. Research has shown that a favorable work environment is essential to encourage the most productive levels of employee performance. Even during the employment interview, a psychological contract is being formed. Certain assumptions and expectations are developed, some of which are realistic and some of which are not. In the day-to-day interaction between superior and subordinate, numerous other assumptions and expectations emerge. As the employer and the employee continue to develop their own, often quite different, sets of assumptions and expectations, these differences eventually have an influence on the level of performance.
650			_aPERFORMANCE
700			_aTemple, A. Dale _eeditor
942			_2lcc _cBK
999			_c8232 _d8232