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A performance appraisal, also referred to as a performance review, performance evaluation, [1] (career) development discussion, [2] or employee appraisal, sometimes shortened to "PA", [a] is a periodic and systematic process whereby the job performance of an employee is documented and evaluated. This is done after employees are trained about ...
The CEO of Wayfair offered his employees a heartfelt Christmas message in a ... in an email celebrating the company’s performance. “Working long hours, being responsive, blending work and life ...
The purpose of performance rating is to provide systematic evaluation of the employees’ contribution to the organization. [6] Globally, the combination of indicators and performance management, combined with intensifying work, transforms the work of employees and of the managers. On the managerial level, the will of hierarchy to fulfill ...
Pay-for-Performance is a method of employee motivation meant to improve performance in the United States federal government by offering incentives such as salary increases, bonuses, and benefits. It is a similar concept to Merit Pay for public teachers and it follows basic models from Performance-related Pay in the private sector.
Negative public relations, also called dark public relations (DPR), 'black hat PR' and in some earlier writing "Black PR", is a process of destroying the target's reputation and/or corporate identity. The objective in DPR is to discredit someone else, who may pose a threat to the client's business or be a political rival.
Behaviorally anchored rating scales (BARS) are scales used to rate performance.BARS are normally presented vertically with scale points ranging from five to nine. It is an appraisal method that aims to combine the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified scale with specific narrative examples of good, moderate, and poor performance.
For example, many studies have found differences in performance ratings depending on whether the rater is a supervisor or a peer. The typical/maximum distinction could explain this difference if, for instance, supervisors observe more maximum performance while peers observe more typical performance.
360-degree feedback can include input from external sources who interact with the employee (such as customers and suppliers), subordinates, peers, and supervisors. It differs from traditional performance appraisal, which typically uses downward feedback delivered by supervisors employees, and upward feedback delivered to managers by subordinates.
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