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Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations. Performance appraisals are most often conducted by an employee's immediate manager or line manager. [3] While extensively practiced, annual performance reviews have also been criticized [4] as providing feedback ...
360-degree feedback (also known as multi-rater feedback, multi source feedback, or multi source assessment) is a process through which feedback from an employee's subordinates, peers, colleagues, and supervisor (s), as well as a self-evaluation by the employee themselves is gathered. Such feedback can also include, when relevant, feedback from ...
An Enlisted Performance Report (EPR) is an evaluation form used by the United States Air Force. Instructions for constructing an EPR appear in chapter 3 of Air Force Instruction 36-2406: Officer and Enlisted Evaluation Systems. The EPR replaced the Airman Performance Report (APR) in the late 1980s.
Job performance, studied academically as part of industrial and organizational psychology, also forms a part of human resources management. Performance is an important criterion for organizational outcomes and success. John P. Campbell describes job performance as an individual-level variable, or something a single person does.
A performance indicator or key performance indicator (KPI) is a type of performance measurement. [1] KPIs evaluate the success of an organization or of a particular activity (such as projects, programs, products and other initiatives) in which it engages. [2] KPIs provide a focus for strategic and operational improvement, create an analytical ...
The performance paradox is a theory set forth by Marshall W. Meyer and Vipin Gupta in 1994, which posits that organizations are able to maintain control by not knowing what exactly performance is. [ 1]: 309 This theory is based on several facts of performance, namely that the number and type of performance measurements that exist are increasing ...
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