000			04272nam a2200493 i 4500
001			10522200
003			CaPaEBR
005			20240828235105.0
008			111223s2012 nyu foab 001 0 eng d
020			_a9781606490754 _q((electronic)l(electronic)ctronic)l((electronic)l(electronic)ctronic)ctronic bk.
040			_aCaBNVSL _beng _erda _cCaBNVSL _dCaBNVSL
050	0	4	_aHF5549 _b.C668 2012
100	1		_aGordon, Michael E. _q(Michael Ernest) _e1
245	1	0	_aConversations about job performance _ba communication perspective on the appraisal process / _cMichael E. Gordon and Vernon D. Miller.
250			_afirst edition.
260			_a[New York, N.Y. (222 East 46th Street, New York, NY 10017) : _bBusiness Expert Press, _c(c)2012.
300			_a1 electronic text (xii, 265 pages) : _bdigital file.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
490	1		_aHuman resource management and organizational behavior collection,
504			_a1 (pages 213-253) and index.
505	0	0	_aPreface -- _tPart I. Introduction to performance appraisal -- _t1. Introduction -- _t2. Performance appraisal methods -- _t3. The communication-centered approach -- _tPart II. Preinterview phase -- _t4. Developing a vocabulary for performance appraisal -- _t5. Social context of performance appraisals -- _t6. Planning the performance review -- _tPart III. Enacting the interview -- _t7. Communication mediums for performance feedback -- _t8. Holding a conversation to review performance -- _tPart IV. Post-interview phase -- _t9. Documenting the performance review and moving on -- _t10. Outcomes of the performance review -- _t11. Concluding remarks -- _tNotes -- _tReferences -- _tIndex.
520	3		_aResearchers and practitioners have devoted substantial time and effort over many years to develop satisfactory performance appraisal systems that impart useful information to employees about their job performance. Nonetheless, problems continue to arise, principally because managers often find it difficult to provide feedback on performance to their employees. We offer a Communication- Centered Approach (CCA) to performance appraisal that is focused on its most challenging part, viz., the appraisal interview. The CCA is intended to facilitate this discussion between managers and their employees by addressing the communication issues involved in preparing for, conducting, and reporting the results of a conversation about job performance. The CCA is useful because, despite the continuing evolution of performance appraisal, a conversation about the employee's performance is still a very important component of the latest systems. Also, focusing on communication offers a valuable perspective on all aspects of performance appraisal: defining performance and its various facets; how performance information is given and perceived; and the interactional context that affects the meaning of feedback. The CCA, in other words, offers ideas pertinent to the preinterview, interview, and post-interview phases of the performance appraisal process that make discussions of employee performance more effective. Importantly, the communication literature that is the basis for each of these ideas is described and illustrations are offered of how the conceptual foundation may be translated into practice. Samples of materials consistent with the CCA that were developed at a renowned research and development laboratory are woven into the presentation.
530			_a2 _ub
530			_aAlso available in printing.
538			_aMode of access: World Wide Web.
538			_aSystem requirements: Adobe Acrobat reader.
588			_aTitle from PDF t.p. (viewed on December 23, 2011).
650		0	_aEmployees _xRating of.
650		0	_aCommunication in personnel management.
653			_aAppraisal interview
653			_ahuman resource management
653			_aperformance appraisal
653			_aperformance management
653			_aagenda setting
653			_aframing
653			_asemantic net
653			_anarrative
700	1		_aMiller, Vernon D.
902			_a1 _bCynthia Snell _c108 _dIzabel Groves
942			_c1 _eBEP _hHF5549.5.R3 _m(c)2012
999			_c73536 _d73536