By: Lorenzo Rivarés
Director of the Center for Selection and Employment at Grupo Eulen, Madrid
Managing personal relationships in the business world has always been a key aspect of human resources management. Some companies forbid their employees from having personal ties to one another, while others refrain from regulating this aspect, saying it is a private matter that concerns the individual as a person more than as an employee; and still others encourage such relationships and take advantage of them to make their processes more efficient. For example, some companies compensate their employees with a referral bonus when they recruit other professionals to work in the company. Employee referral systems, whether compensated or not, have long been popular among companies, and sometimes have results contrary to what are expected.
By: Luis Arciniega
Supervisor Ratings of Job Performance: A Look to Increasing Effectiveness
By: David J. Woehr
The University of North Carolina Charlotte
Sylvia G. Roch
State University of New York at Albany
A positive trend in recent selection and assessment research is an increased focus on multiple aspects of job performance. Specifically, job relevant performance has expanded beyond job specific task behavior to include other components such as organizational citizenship behavior, counterproductive work behavior, and adaptive behavior. Yet a key question in the literature focuses on the best way to assess and measure the different aspects of performance. On the surface this would seem a simple matter. How hard can it be to differentiate and assess levels of job performance across employees? In fact, most managers as well as researchers would agree that identifying and collecting relevant, psychometrically sound, and practical measures of job performance is a significant challenge.
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