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Performance Evaluation Methodology

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1. BACKGROUND: Provide some Background on the Case itself
2. ANALYSIS: What are the major points in this case? What are the issues or problems or issues you have identified?
3. SOLUTIONS: What are methods that would address the issues/problems (you need to support this with some research).
4. CONCLUSION...A general wrap-up of the Case and your summation of the case itself.

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This article sheds light on the need for balance between the subjective observations made by management in relation to employee performance, and the traditional approaches that have been used to measure employee performance based on the outcomes and subsequent profitability of the organization, that was enhanced by employee performance. This article also sheds light on the potential for a more productive and exact method of examining the overall performance of an employee, based on the use of the manager's subjective observations of the employee's performance, as they relate to intangible aspects of the individual's performance, that are not easily ascertained through qualitative methods of employee performance measurement. Although qualitative measurements of employee performance are excellent methods of determining the increased profit that an employee's increased performance brings to an organization, this article investigates the void in the performance measurement paradigm that is ...

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The expert examines performance evaluation methodology.

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Research Methods and Design

These questions are taken from the textbook "Handbook of Training Evaluation and Measurement Methods" by Jack J. Phllips. I would like some insight to the following questions.

CHAPTER SEVEN

WHEN IS IT IMPORTANT TO USE CONTROL GROUPS IN THE EVALUATION PROCESS? IS THIS A COMMON PRACTICE? EXPLAIN.

WHAT FACTORS AFFECT THE TIMING OF MEASUREMENTS IN AN EVALUATION PROCESS?

ARE THE THREATS TO VALIDITY USUALLY CONSIDERED IN MOST EVALUATION SCHEMES? EXPLAIN.

SUPPOSE YOU ARE DEVELOPING A TRAINING PROGRAM FOR SALES REPRESENTATIVES IN AN EFFORT TO BOOST SALES IN A MEDIUM-SIZED ORGANIZATION. WHICH EVALUATION DESIGN MAY BE APPROPRIATE? EXPLAIN.

IN A SINGLE-GROUP TIME SERIES DESIGN, HOW MANY MEASUREMENTS ARE NECESSARY? EXPLAIN?

ONE HRD EXECUTIVE STATED, "...ALTHOUGH WE TRY TO SHOW THE RESULTS OF OUR PROGRAMS, WE ARE NOT CONCERNED THAT MUCH WITH EVALUATION DESIGNS." WHAT IS THE BASIS FOR THIS COMMENT?

WHEN CLASSIC EVALUATION DESIGNS ARE NOT FEASIBLE, HOW CAN THE INFLUENCE OF THE PROGRAM BE ISOLATED? EXPLAIN

CHAPTER EIGHT

WHY IS IT IMPORTANT TO OBTAIN PARTICIPANT FEEDBACK IN TRAINING PROGRAMS?

ONE HRD MANAGER COMMENTED ".....SMILE SHEETS (PARTICIPANT FEEDBACK FORMS) ARE NOT WORTH THE TIME IT TAKES TO COMPLETE THEM. THESE HAPPINESS RATINGS DO NOTHING BUT FEED THE EGO OF THE INSTRUCTOR." IS THIS TRUE? EXPLAIN.

DESIGN A PARTICIPANT FEEDBACK FORM FOR A ONE-DAY WORKSHOP ON IMPROVING INTERVIEWING SKILLS.

WHAT ARE THE ADVANTAGES AND DISADVANTAGES OF ATTITUDE SURVEYS IN EVALUATION?

WHY ARE PERFORMANCE TESTS IMPORTANT TO HRD EVALUATION?

DESIGN AND DESCRIBE A PERFORMANCE TEST TO MEASURE THE EFFECTIVENESS OF A TRAINING PROGRAM DESIGNED TO IMPROVE INTERVIEWING SKILLS.

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