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Taschenbuch. Condizione: Neu. A better Employee Motivation through the Application of Public Feedback Processes | Enhancing the Effectiveness of Job Appraisals | Marek Worsch | Taschenbuch | 96 S. | Englisch | 2004 | [.] | EAN 9783838684673 | Verantwortliche Person für die EU: Dryas Verlag, ein Imprint der Bedey und Thoms Media GmbH, Hermannstal 119k, 22119 Hamburg, kontakt[at]dryas[dot]de | Anbieter: preigu.

Taschenbuch. Condizione: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -Diploma Thesis from the year 2004 in the subject Business economics - Personnel and Organisation, grade: 1,3, University of Applied Sciences Berlin (Wirtschaftswissenschaften I - Fachbereich 3, Betriebswirtschaft), language: English, abstract: Inhaltsangabe:Abstract:The Diploma Thesis at hand considers the interdependence of employee motivation on the one and feedback and job appraisal processes in organisations on the other hand.Basically, today s job appraisal procedures have one major disadvantage. They rarely comprise more than a subjective assessment of employee performance. This assessment is normally carried out by an employee s superior. In this thesis, it will be argued that through the dynamics of bias and politics in organisations, the validity of job appraisal information is significantly distorted. Hereby, the effectiveness of job appraisals is affected negatively since they cannot serve as a reliable basis for personnel decisions. But more important, the distorted information is likely to result in overseeing or ignoring an individual s achievements in the workplace. Lack of appreciation of one s effort and, additionally, the feeling of being treated inequitably compared to co-workers may erode an employee s motivation. However, in a world of accelerating globalisation and thus increasing competition, a motivated workforce is the key to an organisation s success.The thesis will propose a potential solution for this dilemma - public feedback. This means that the information gained through job appraisals will not be discussed one-on-one , involving only superior and subordinate. Rather, the discussion is extended to the latter s peers. The prerequisites for and the proceeding of this approach to employee evaluation will be provided. Also, the thesis covers the analysis of a survey. This was accomplished to test the acceptance of a public feedback process among a sample of white collar workers. The results show a general acceptance and appreciation of the idea of feedback in public.Inhaltsverzeichnis:Table of Contents:List of Charts and TablesIIIList of ChartsIIIList of TablesIIIAbbreviationsIV1.Introduction11.1Choice of the Topic11.2Problem and Objectives21.3Methodology32.Employee Motivation52.1Definition52.1.1Origin of the Term52.1.2Motivation in the Field of Business Administration52.2The Need for Employee Motivation72.3Theories on the Content of Motivation102.3.1Motivation as a Hierarchy of Needs112.3.2Motivation as a Twofold Phenomenon132.3.3Money as a Motivator152.3.4Conclusions163.Feedback183.1Definition of Feedback183.1.1Origin of the Term183.1.2Feedback in the Field of Business Administration183.1.3Job Appraisals as Information Basis for Feedback193.2The Need for Feedback213.3The Need for Public Feedback263.3.1The Significance of Equity263.3.2Sources for Inequity Resulting From Feedback and their Consequences283.3.2.1Distortion Due to Errors Out of the Appraisal Process293.3.2.2Distortion Due to the Person of the Assessor303.3.2.2.1The Affect of Appraisals by Bias303.3.2.2.2The Affect of Appraisals by Politics in Organisations323.3.2.3The Consequences of Distorted Feedback353.3.3Implications373.4Conclusions394.A Model for a Public Feedback Process414.1Similar Approaches in Practice414.1.1Yellow Springs Instruments (YSI)414.1.2National Health Service (NHS)424.1.3Critical Discussion434.2The Development of the Model454.2.1Basic Prerequisites454.2.2The Job Appraisal464.2.2.1Superior-appraisal474.2.2.2Peer-appraisal484.2.2.3Self-appraisal494.2.3The Public Feedback Discussion504.3Acceptance of the Model in Practice534.3.1Cond. 96 pp. Englisch.

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Condizione: New. Print on Demand pp. 98 424:B&W 5.83 x 8.27 in or 210 x 148 mm (A5) Perfect Bound on Creme w/Matte Lam.

Condizione: New. Print on Demand pp. 98.

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Condizione: New. Dieser Artikel ist ein Print on Demand Artikel und wird nach Ihrer Bestellung fuer Sie gedruckt. Diploma Thesis from the year 2004 in the subject Business economics - Personnel and Organisation, grade: 1,3, University of Applied Sciences Berlin (Wirtschaftswissenschaften I - Fachbereich 3, Betriebswirtschaft), language: English, abstract: Inhaltsangabe.

Taschenbuch. Condizione: Neu. This item is printed on demand - Print on Demand Titel. Neuware -Inhaltsangabe:Abstract:The Diploma Thesis at hand considers the interdependence of employee motivation on the one and feedback and job appraisal processes in organisations on the other hand.Basically, today s job appraisal procedures have one major disadvantage. They rarely comprise more than a subjective assessment of employee performance. This assessment is normally carried out by an employee s superior. In this thesis, it will be argued that through the dynamics of bias and politics in organisations, the validity of job appraisal information is significantly distorted. Hereby, the effectiveness of job appraisals is affected negatively since they cannot serve as a reliable basis for personnel decisions. But more important, the distorted information is likely to result in overseeing or ignoring an individual s achievements in the workplace. Lack of appreciation of one s effort and, additionally, the feeling of being treated inequitably compared to co-workers may erode an employee s motivation. However, in a world of accelerating globalisation and thus increasing competition, a motivated workforce is the key to an organisation s success.The thesis will propose a potential solution for this dilemma - public feedback. This means that the information gained through job appraisals will not be discussed one-on-one , involving only superior and subordinate. Rather, the discussion is extended to the latter s peers. The prerequisites for and the proceeding of this approach to employee evaluation will be provided. Also, the thesis covers the analysis of a survey. This was accomplished to test the acceptance of a public feedback process among a sample of white collar workers. The results show a general acceptance and appreciation of the idea of feedback in public.Inhaltsverzeichnis:Table of Contents:List of Charts and TablesIIIList of ChartsIIIList of TablesIIIAbbreviationsIV1.Introduction11.1Choice of the Topic11.2Problem and Objectives21.3Methodology32.Employee Motivation52.1Definition52.1.1Origin of the Term52.1.2Motivation in the Field of Business Administration52.2The Need for Employee Motivation72.3Theories on the Content of Motivation102.3.1Motivation as a Hierarchy of Needs112.3.2Motivation as a Twofold Phenomenon132.3.3Money as a Motivator152.3.4Conclusions163.Feedback183.1Definition of Feedback183.1.1Origin of the Term183.1.2Feedback in the Field of Business Administration183.1.3Job [¿]Diplomica Verlag, Hermannstal 119k, 22119 Hamburg 96 pp. Englisch.

Taschenbuch. Condizione: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Diploma Thesis from the year 2004 in the subject Business economics - Personnel and Organisation, grade: 1,3, University of Applied Sciences Berlin (Wirtschaftswissenschaften I - Fachbereich 3, Betriebswirtschaft), language: English, abstract: Inhaltsangabe:Abstract:The Diploma Thesis at hand considers the interdependence of employee motivation on the one and feedback and job appraisal processes in organisations on the other hand.Basically, today s job appraisal procedures have one major disadvantage. They rarely comprise more than a subjective assessment of employee performance. This assessment is normally carried out by an employee s superior. In this thesis, it will be argued that through the dynamics of bias and politics in organisations, the validity of job appraisal information is significantly distorted. Hereby, the effectiveness of job appraisals is affected negatively since they cannot serve as a reliable basis for personnel decisions. But more important, the distorted information is likely to result in overseeing or ignoring an individual s achievements in the workplace. Lack of appreciation of one s effort and, additionally, the feeling of being treated inequitably compared to co-workers may erode an employee s motivation. However, in a world of accelerating globalisation and thus increasing competition, a motivated workforce is the key to an organisation s success.The thesis will propose a potential solution for this dilemma - public feedback. This means that the information gained through job appraisals will not be discussed one-on-one , involving only superior and subordinate. Rather, the discussion is extended to the latter s peers. The prerequisites for and the proceeding of this approach to employee evaluation will be provided. Also, the thesis covers the analysis of a survey. This was accomplished to test the acceptance of a public feedback process among a sample of white collar workers. The results show a general acceptance and appreciation of the idea of feedback in public.Inhaltsverzeichnis:Table of Contents:List of Charts and TablesIIIList of ChartsIIIList of TablesIIIAbbreviationsIV1.Introduction11.1Choice of the Topic11.2Problem and Objectives21.3Methodology32.Employee Motivation52.1Definition52.1.1Origin of the Term52.1.2Motivation in the Field of Business Administration52.2The Need for Employee Motivation72.3Theories on the Content of Motivation102.3.1Motivation as a Hierarchy of Needs112.3.2Motivation as a Twofold Phenomenon132.3.3Money as a Motivator152.3.4Conclusions163.Feedback183.1Definition of Feedback183.1.1Origin of the Term183.1.2Feedback in the Field of Business Administration183.1.3Job Appraisals as Information Basis for Feedback193.2The Need for Feedback213.3The Need for Public Feedback263.3.1The Significance of Equity263.3.2Sources for Inequity Resulting From Feedback and their Consequences283.3.2.1Distortion Due to Errors Out of the Appraisal Process293.3.2.2Distortion Due to the Person of the Assessor303.3.2.2.1The Affect of Appraisals by Bias303.3.2.2.2The Affect of Appraisals by Politics in Organisations323.3.2.3The Consequences of Distorted Feedback353.3.3Implications373.4Conclusions394.A Model for a Public Feedback Process414.1Similar Approaches in Practice414.1.1Yellow Springs Instruments (YSI)414.1.2National Health Service (NHS)424.1.3Critical Discussion434.2The Development of the Model454.2.1Basic Prerequisites454.2.2The Job Appraisal464.2.2.1Superior-appraisal474.2.2.2Peer-appraisal484.2.2.3Self-appraisal494.2.3The Public Feedback Discussion504.3Acceptance of the Model in Practice534.3.1Cond.