In the 1980s, a fairly standard form of appraisal emerged that aimed to assess current performance, improve the individual's performance in the immediate future, set and review performance objectives and assess training and development needs. This paper considers development since then considering applicable research and theory. It concludes that despite methods allowing performance appraisal to become more complex, the themes from the 80s persist today.
This article proposes a practical approach to managing of work based stress. It suggests use of the HSE Management Standards to describe six forces that need to be balanced. It then elaborates this to include these forces in a feedback model to suggest a method by which managers can actually manage reduction in stress through control of stressors and increase in coping.
The Health and Safety Executive has published a framework covering six areas that might result in an employee or employees suffering stress at work (the HSE Management Standards). These are things like lack of control over work and lack of management support. As we note in articles on our site, this framework is a good way of thinking about stress.
Many people work for not-for-profit organisations. So, the question arises, should employment contracts be any different, or in some way be weakened or watered down in those organisations? There are several key clauses that might change. We discuss how the confidentiality and intellectual property clauses might change. And we debate the use of the contract to set the organisation look and feel.
When asking questions at interview, the manager is looking for evidence that the interviewee is going to excel in the job. Simply, if your questions don’t provide evidence, don’t ask them. If your questions can’t be objectively scored against a required competency, don’t ask them. Here are fourteen popular questions that fail to provide evidence.
Interviews are two-way affairs. Many managers forget this and assume that the interviewee is super-keen to have the job – and as a result the manager can do anything and say anything to the interviewee without negative effect on their organisation. You and your management team who might conduct interviews are on measure too. Make the effort and bolster your organisation's reputation.