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A PERFORMANCE MANAGEMENT SYSTEM: RESEARCH, DESIGN, INTRODUCTION AND EVALUATION 1
Author(s) -
BEER MICHAEL,
RUH ROBERT,
DAWSON JACK A.,
McCAA B. B.,
KAVANAGH MICHAEL J.
Publication year - 1978
Publication title -
personnel psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 6.076
H-Index - 142
eISSN - 1744-6570
pISSN - 0031-5826
DOI - 10.1111/j.1744-6570.1978.tb00460.x
Subject(s) - performance appraisal , psychology , work (physics) , measure (data warehouse) , critical appraisal , management development , research design , applied psychology , engineering management , process management , management science , computer science , management , engineering , sociology , mechanical engineering , medicine , alternative medicine , pathology , database , economics , social science
The purpose of this paper is to describe and analyze a unique and innovative appraisal and development system. The Performance Management System (PMS) is the formal vehicle used by Corning Glass Works managers to measure and improve the performance and potential for advancement of approximately 3,000 managerial and professional employees. The current design of PMS is the result of several years of research and development work by staff psychologists and personnel specialists at Corning along with applied psychological research conducted in other organizations. PMS is distinguished from most appraisal systems by the following characteristics: (1) Its emphasis on both psychometric accuracy and practical utility; (2) Its emphasis on development as opposed to evaluation; (3) Its use of ipsative measurement; (4) Its integration of results with behavior centered appraisal. This paper is comprised of an introduction, reports on the initial research, the design and introduction, the evaluation and revision of PMS, and an overall summary. The strategies, results, and problems encountered at each phase of PMS development will be described and analyzed.

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