東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

Performance appraisal process, job s...

Royes, Genevieve.

FindBook

Google Book

Amazon

博客來

Performance appraisal process, job satisfaction, and job performance: Case study of employee perceptions of fairness.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Performance appraisal process, job satisfaction, and job performance: Case study of employee perceptions of fairness./
作者:	Royes, Genevieve.
面頁冊數:	171 p.
附註:	Source: Dissertation Abstracts International, Volume: 77-03(E), Section: A.
Contained By:	Dissertation Abstracts International77-03A(E).
標題:	Business administration. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3731705
ISBN:	9781339181431

Performance appraisal process, job satisfaction, and job performance: Case study of employee perceptions of fairness.
Royes, Genevieve.

Performance appraisal process, job satisfaction, and job performance: Case study of employee perceptions of fairness. - 171 p.

Source: Dissertation Abstracts International, Volume: 77-03(E), Section: A.

Thesis (Ph.D.)--Capella University, 2015.

This qualitative case study explored employee perceptions of the fairness of the performance appraisal process and the role that those perceptions play in job satisfaction and job performance. The study explores the perspectives of employees in 3 roles: executive leaders, managers, and non-managers. Data collection consisted of interviewing employees in these roles as well as reviewing documentation on performance appraisal policies. The selected case organization was a non-profit in the human services industry. Results of the study were aligned to the research questions regarding (a) description of fairness, (b) description of fairness of the performance appraisal process within the organization, (c) role in job satisfaction, (d) role in job performance, and (e) employee recommendations. The results show 4 key findings. First, case organization utilized a traditional performance appraisal process but recommendations suggested that employees thought another model type would improve the fairness of the process. Second, participants responded that there were aspects of fairness of the performance appraisal process that were important to their job satisfaction---specifically, feedback, attainable goals, improvements from previous performance appraisals, evaluations based on the same criteria for all employees, appraisal tailored to the individual, and evaluation ratings. Third, participants responded that there were aspects fairness of the performance appraisal process that were important to their job performance---specifically, feedback, attainable goals, and evaluation ratings. Fourth, participants interviewed believed that the fairness of the performance appraisal process of the organization should be improved and the performance appraisal process should be expanded to include external customers.

ISBN: 9781339181431Subjects--Topical Terms:

3168311
Business administration.

Performance appraisal process, job satisfaction, and job performance: Case study of employee perceptions of fairness.
LDR:02755nmm a2200289 4500 001 2073369
005 20160915132433.5
008 170521s2015 ||||||||||||||||| ||eng d
020 $a 9781339181431
035 $a (MiAaPQ)AAI3731705
035 $a AAI3731705
040 $a MiAaPQ $c MiAaPQ
100 1 $a Royes, Genevieve. $3 3188605
245 1 0 $a Performance appraisal process, job satisfaction, and job performance: Case study of employee perceptions of fairness.
300 $a 171 p.
500 $a Source: Dissertation Abstracts International, Volume: 77-03(E), Section: A.
500 $a Adviser: Marc Muchnick.
502 $a Thesis (Ph.D.)--Capella University, 2015.
520 $a This qualitative case study explored employee perceptions of the fairness of the performance appraisal process and the role that those perceptions play in job satisfaction and job performance. The study explores the perspectives of employees in 3 roles: executive leaders, managers, and non-managers. Data collection consisted of interviewing employees in these roles as well as reviewing documentation on performance appraisal policies. The selected case organization was a non-profit in the human services industry. Results of the study were aligned to the research questions regarding (a) description of fairness, (b) description of fairness of the performance appraisal process within the organization, (c) role in job satisfaction, (d) role in job performance, and (e) employee recommendations. The results show 4 key findings. First, case organization utilized a traditional performance appraisal process but recommendations suggested that employees thought another model type would improve the fairness of the process. Second, participants responded that there were aspects of fairness of the performance appraisal process that were important to their job satisfaction---specifically, feedback, attainable goals, improvements from previous performance appraisals, evaluations based on the same criteria for all employees, appraisal tailored to the individual, and evaluation ratings. Third, participants responded that there were aspects fairness of the performance appraisal process that were important to their job performance---specifically, feedback, attainable goals, and evaluation ratings. Fourth, participants interviewed believed that the fairness of the performance appraisal process of the organization should be improved and the performance appraisal process should be expanded to include external customers.
590 $a School code: 1351.
650 4 $a Business administration. $3 3168311
650 4 $a Labor relations. $3 3172144
650 4 $a Management. $3 516664
690 $a 0310
690 $a 0629
690 $a 0454
710 2 $a Capella University. $b School of Business and Technology. $3 1673949
773 0 $t Dissertation Abstracts International $g 77-03A(E).
790 $a 1351
791 $a Ph.D.
792 $a 2015
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3731705