MGMT 124 Chapter Notes - Chapter 1: Society For Human Resource Management, Job Performance, Performance Management
Document Summary
Managing people - questionnaire: top performers are many times more productive than low performers. How do they measure this: star performers are born, not made. What happens when stars change companies: an extroverted personality is the key determinant of leadership effectiveness. Being outgoing can be an asset but is not necessary. They are very effective non-charismatic leaders: mentoring programs have no effect on individual career success. Mentor programs where you find each other works better than those forcing people to work as a mentor: companies that screen job applicants for values have higher performance than those that screen for intelligence. (cid:862)i(cid:374)tellige(cid:374)(cid:272)e is the (cid:271)est esta(cid:271)lished predictor of jo(cid:271) perfor(cid:373)a(cid:374)(cid:272)e. (cid:863) There are different tests that ask specific actions. There are disguised integrity tests that look at conscientiousness, neuroticism, etc. Attendance in school can predict attendance at work work performance. Assessing and managing performance - performance management serves many functions in organizations. Men tend to over evaluate more than women.