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5 FIGURE 9 Task - based Performance Appraisal Dimension Performance on. standards in a task - oriented appraisal instrument ... The BARS approach is useful in that the appraisal dimensions are described in explicit behavioral terms .
5 FIGURE 9 Task - based Performance Appraisal Dimension Performance on. standards in a task - oriented appraisal instrument ... The BARS approach is useful in that the appraisal dimensions are described in explicit behavioral terms .
Seite 147
The general dimensions of concern to such researchers include cognitive abilities ( e.g. , Guilford , 1967 ) ... Industrial and organizational psychologists have for many years been calling for research to link the dimensional system ...
The general dimensions of concern to such researchers include cognitive abilities ( e.g. , Guilford , 1967 ) ... Industrial and organizational psychologists have for many years been calling for research to link the dimensional system ...
Seite 185
While a few studies have confirmed the presence of the five dimensions suggested by the theory ( Brass , 1979 ; R. Katz , 1978 ; Lee & Klein , 1982 ) , most have not ( Champoux , 1978 ; Dunham , 1976 ; Dunham , Aldag , & Brief , 1977 ...
While a few studies have confirmed the presence of the five dimensions suggested by the theory ( Brass , 1979 ; R. Katz , 1978 ; Lee & Klein , 1982 ) , most have not ( Champoux , 1978 ; Dunham , 1976 ; Dunham , Aldag , & Brief , 1977 ...
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ability activities actual Applied Psychology approach assessment attributes behavior chapter characteristics cognitive concept concern considered constructs correlation costs criteria criterion decision defined described determine dimensions discussed effects empirical employees estimates evaluation examined example exist expected factors Figure force function human human factors identify important increase individual industrial influence involved issues job analysis Journal of Applied judgments knowledge learning less managers mean measures memory ment methods needs noted observed operations organization organizational outcomes percent performance person Personnel positive possible practice predict predictor presented problem procedures produce question ratings recruitment refers reflect reported represent responses role sample scale Schmidt scores selection similar situations skills social sources specific standard structure studies suggests task theory tion training program types utility validity variables