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Gotowe bibliografie tematyczne / Evaluation of employee

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Gotowa bibliografia na temat „Evaluation of employee”

Autor: Grafiati

Data publikacji: 3 czerwca 2025

Data aktualizacji: 6 lipca 2025

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Artykuły w czasopismach na temat "Evaluation of employee"

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Fisher, Joseph G., Laureen A. Maines, Sean A. Peffer, and Geoffrey B. Sprinkle. "An Experimental Investigation of Employer Discretion in Employee Performance Evaluation and Compensation." Accounting Review 80, no. 2 (2005): 563–83. http://dx.doi.org/10.2308/accr.2005.80.2.563.

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Employment relationships provide fertile ground for both employee and employer opportunism. Employers worry about whether employees will devote sufficient effort to work, and employees are concerned about whether employers will compensate them appropriately. In this paper, we examine whether employer discretion over the size of the total employee compensation pool and the allocation of this pool among employees influences employee and employer opportunism. The results of our experiment indicate that firm output and employees' compensation are greater when the employer does not have discretion over total employee compensation, but does have discretion over the allocation of total compensation. We find that the employer's residual profit increases with discretion over the allocation of compensation among employees; however, we find no effect on residual profit of the employer's discretion over the total amount of employee compensation. Our results suggest that firms benefit from a compensation contract that establishes total employee compensation as a predetermined function of public, aggregate measures such as accounting income, but provides the employer at least some discretion to allocate this compensation using private information. However, our results caution that employees and employers may not have similar preferences for the degree of employer discretion over the determination of total employee compensation.

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Tahreem, Baloch. "Investigating the Relationship between Identity-Based Leadership and Employee Engagement with Employee Core Self-Evaluation." Global Social Sciences Review 4, no. 3 (2019): 170–80. https://doi.org/10.31703/gssr.2019(IV-III).22.

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Based on social identity approach, present research intends to investigate the impact of identity-based leadership on employee engagement, through the mediating role of employee core-self evaluations. Confirmatory factor analysis (CFA) was employed to demonstrate the validity and reliability of the measurement model. Structural equation modeling (SEM) was employed to test the hypothesized model. The proposed model was supported empirically by data collected from 327 employees who work in the telecom sector of Pakistan. The result indicated that employees Core selfevaluations act as a mediator between four dimensions of identity leadership and employee engagement. Identity-based leadership also showed a direct positive relationship with employee engagement.

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Baloch, Tahreem, Muhammadi Sabra Nadeem, and Muhammad Zia-ur-Rehman. "Impact of Employees Core Self-Evaluations on Employee Engagement: Moderating Role of Organizational Culture." Review of Economics and Development Studies 5, no. 2 (2019): 303–14. http://dx.doi.org/10.26710/reads.v5i2.538.

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Core self-evaluations have predictive value for crucial work outcomes. However, less attention is given to examine the relationship between employee core self evaluations and employee engagement. Based on trait activation theory present study propose a research framework that examines the relationship of employee core self evaluations with employee engagement accompanied by organizational culture as a moderator. It was assumed that employees core self evaluation traits significantly interacts with their perception about the organizational culture and produce valuable work outcome like employee engagement. Confirmatory factor analysis was performed to demonstrate validity and reliability of proposed model and structural equation modeling was used to examine hypothesized model. The proposed model was supported empirically by data collected from 537 employees working in different branches of Pakistan Telecommunication Company limited (PTCL). The result indicated core self evaluations of employees as predictor of their engagement levels, also innovative and supportive organizational culture were found to have positive moderating effect on the relationship of employee core self evaluations with employee engagement.

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Susanti, Susi. "SISTEM INFORMASI EVALUASI KARYAWAN BERBASIS WEB PADA PT PRAWEDA CIPTAKARSA INFORMATIKA JAKARTA." Jurnal Riset Informatika 1, no. 3 (2019): 147–52. http://dx.doi.org/10.34288/jri.v1i3.104.

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The evaluation process at PT. Praweda Ciptakrsa Informatika is still conventional. During this time the competency methods in PT. Praweda Ciptakarsa Informatika is still not in line with employee expectations, because there are still non-transparent assessments made during performance appraisals. To answer the above problems, companies need a system that can store data and information about performance evaluation parameters, store evaluation results, and assist team leaders in carrying out employee performance evaluation processes. Employee information systems can produce employee evaluation reports, which can help superiors in making evaluations of the employees concerned transparently.

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Hasu, Mervi, Laura Honkaniemi, Eveliina Saari, Tuuli Mattelmäki, and Leena Koponen. "Learning employee-driven innovating." Journal of Workplace Learning 26, no. 5 (2014): 310–30. http://dx.doi.org/10.1108/jwl-10-2013-0079.

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Purpose – The purpose of this paper is to introduce a workshop process to enhance the learning of employee-driven innovating (LEDI) and to evaluate in multiple ways the practical effects of the LEDI process, which aimed to enhance the employee-driven innovation practices at workplace level in a public organisation. Although front-line employees are increasingly encouraged to participate in innovation, organisations lack multi-level knowledge on the practices, outcomes and effects of participation. Design/methodology/approach – A six-month development process (LEDI) was conducted to empower front-line hospital support service workers to learn to innovate and to apply this in the services they provide. The process consisted of different themes: future visions, current services, creating new services and evaluations of ideas and innovation embryos. The multi-method evaluation of the process included pre-evaluation of the generated innovation ideas, a developmental evaluation of the selected innovation embryos, a follow-up evaluation of the innovation ideas and an evaluation of the organisational level effect via a quantitative survey. Findings – The intervention process had positive effects on employee participation and learning to innovate. The conclusion of the four evaluations is that the LEDI process developed a new kind of agency among employees and enabled significant improvements to services. The evaluation of the organisation-level effect revealed that the process had also improved the views regarding preconditions for development. Originality/value – The intervention method is a practical application of employee-driven innovation conception that is validated as practical and effective at workplace level. The process is a viable method for enhancing workers’ innovation-related learning in service organisations. The novelty of the method is based on the multi-disciplinary combination of approaches that consist of theories of practice-based innovation, expansive learning and emphatic human-centred service design.

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Hussein, Waal Neamah, and Baharuddin M. Hussin. "The Moderating Role of Job Satisfaction and Core Self-Evaluation, Between Employer Branding Factors and Employee Retention." International Journal of Human Resource Studies 15, no. 1 (2025): 76. https://doi.org/10.5296/ijhrs.v15i1.22395.

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Employee retention represents a strategic and integrated process that begins with an examination of the reasons employees choose to join an organisation. The human resource strategies implemented by a firm significantly impact an employee's decision to remain within that organisation. Grounded in social exchange theory, it is posited that when employees perceive their contributions as valuable, they are more likely to stay. However, there is a notable lack of studies that extend the model of employer branding factors influencing employee retention. This study argues that job satisfaction and intrinsic motivational elements, such as core self-evaluation, can either enhance or impede the relationship between employer branding factors and employee retention. The primary objective of this research is to investigate the relationship between employer branding factors and employee retention while considering the moderating effects of job satisfaction and core self-evaluation. Data were gathered through an online survey of 385 employees working in Iraqi banks. The findings indicate that employer branding factors—including supervisor support, job conditions, compensation, work-life balance, job advancement, and job security—exert a significant direct influence on employee retention. Moreover, job satisfaction was found to positively moderate these relationships, except for supervisor support. In contrast, core self-evaluation did not demonstrate a moderating effect on the relationships between compensation, work-life balance, and employee retention.

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Duda, Jiří. "Evaluation to providing of employee benefits related to gender of employees." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 55, no. 6 (2007): 209–14. http://dx.doi.org/10.11118/actaun200755060209.

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Providing employee benefits is a form of rewarding employees just for the fact that they are employees of the organization. The aim of paper was to find out, whether there exists a relation between the gender of respondents and their answers. It came from certain premises of research results, which were fulfilled. It was found that not providing employee benefits is not a reason for termination of the employment and search for a new job (86 % respondents). Employees (more than 80 %) prefer the possibility to choose between employee benefits, and employers should react to this information through defining rules of choice between the possible benefits. So far, employees of these firms cannot choose employee benefits they would want. Answers (more than 60 %) of employees related to whether they prefer wage increasing or expansion of employee benefits proved the premise and previous studies of the author, where a high preference of wage increase to offers of employee benefits was found. As confirmed by the research, answers of respondents are not dependent on gender of respondents.

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Masi, Dale A., and Michelle E. Goff. "The Evaluation of Employee Assistance Programs." Public Personnel Management 16, no. 4 (1987): 323–27. http://dx.doi.org/10.1177/009102608701600404.

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As employee assistance programs have gained popularity, more and more managers are asking for ways to prove that EAPs are cost-effective. Out of that need, the field of EAP evaluation was born. The author discusses the growing field of EAP evaluation—both qualitative and quantitative—and also raises some of the confidentiality issues that arise when third-party evaluations of EAP services are conducted.

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Baloch, Tahreem, Muhammadi Sabra, and Muhammad Zia-ur- Rehman. "Investigating the Relationship between Identity-Based Leadership and Employee Engagement with Employee Core Self-Evaluation." Global Social Sciences Review IV, no. III (2019): 170–80. http://dx.doi.org/10.31703/gssr.2019(iv-iii).22.

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Based on social identity approach, present research intends to investigate the impact of identity-based leadership on employee engagement, through the mediating role of employee core-self evaluations. Confirmatory factor analysis (CFA) was employed to demonstrate the validity and reliability of the measurement model. Structural equation modeling (SEM) was employed to test the hypothesized model. The proposed model was supported empirically by data collected from 327 employees who work in the telecom sector of Pakistan. The result indicated that employees Core selfevaluations act as a mediator between four dimensions of identity leadership and employee engagement. Identity-based leadership also showed a direct positive relationship with employee engagement.

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Patel, Ekta V., Kirit J. Modi,, and Maitri H. Bhavsar. "Employee Performance Evaluation Using Machine Learning." International Journal of Advances in Engineering and Management 6, no. 11 (2024): 160–64. https://doi.org/10.35629/5252-0611160164.

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The application of machine learning (ML) in employee performance evaluation offers data-driven methods to improve traditional human resources (HR) processes, addressing issues of subjectivity and bias. This paper comprehensively reviews machine learning models, including predictive modelling, artificial neural networks (ANNs), natural language processing (NLP), and more related to employee performance evaluation. By analysing over 20 sources, this paper examines the effectiveness, limitations, and ethical considerations of ML-based performance evaluation systems. We explore how these approaches can augment traditional HR methods, making evaluations more consistent, accurate, and actionable. This review also highlights best practices for ML model deployment and ethical challenges such as fairness, transparency, and privacy, aiming to lay a foundation for future research in AI-enhanced HR practices.

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Rozprawy doktorskie na temat "Evaluation of employee"

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Sweeney, Nancy Lee. "Enhancing employee well-being : evaluation of an employee assistance program /." The Ohio State University, 1995. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487864986610121.

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McCargar, Cindy L. "Development and evaluation of a train-the-trainer program for subject matter experts at Company X." Online version, 1999. http://www.uwstout.edu/lib/thesis/1999/1999mccargarc.pdf.

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Nkoana, Pheagane Motsime William. "Evaluation of the University of Limpopo induction programme." Thesis, University of Limpopo, 2010. http://hdl.handle.net/10386/576.

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Thesis (MBA) --University of Limpopo, 2010<br>Every employee at any institution has to be inducted upon employment. Induction is a very important aspect of any organization to prepare the new and existing employees for the new environment or workplace. It is therefore very important for any institution to design induction programme that caters for the needs of its employees. Teaching institutions might require a different approach to induction as compared to industrial institutions. It is therefore incumbent of the institutions depending on the type of business to design their programmes to address the needs thereof. Every institution thus needs to come up with strategies to compete better both nationally and globally. University of Limpopo has very good policies on recruitment, selection, and employment. It is one of the traditional universities in South Africa, and it is based in Mankweng in the Limpopo Province of South Africa. This university faces many challenges such as staff retention. The university loses many knowledgeable employees to its competitors. Many speculations are that some of the challenges include the wellbeing of the staff members, and this starts immediately after employment and goes throughout. Induction is one of the challenges that the university is suspected of not performing adequately. This study was therefore designed to establish if the university is running a successful induction, to evaluate if this programme is effective and efficient, and assess if it meets the 21st century induction standards. The study was designed to apply the descriptive approaches, using structured questionnaires and interviews. The study population included at least 50 employees which 25 were academics and 25 non-academics. Relevant supporting departments were also sampled to participate in the study. Stratified sampling techniques were used during sampling. Both primary and secondary data was collected and analysed. Ethical guidelines set by the university were observed during the study. Relevant statistical techniques were applied to analyse the data. Findings the study suggest that very few employees were inducted. All levels of induction from the corporate, departmental, and local were not fully executed. Mentors and buddies were hardly used or only used on request by the new employees. Only a limited content of the induction was covered and this was not consistent with all employees inducted. The results of the study show that the duration of induction programme was also not consistent. In addition, the perceptions of the employees was that the university was doing poorly to induct employees. Conclusions drawn were that the university is doing poorly on induction. The programme was not consistent and effective. Very few employees were inducted on which just a brief orientation. It was however established that the CAE had a programme that was on average adequate to equip the academics for the working environment, but the same cannot be mentioned on the corporate induction.

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Melnyk, K. V., N. V. Borysova, and V. I. Melnyk. "Automation of employee evaluation in educational institution." Thesis, Odessa National Academy of Food Technologies, 2019. http://repository.kpi.kharkov.ua/handle/KhPI-Press/44719.

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Horner, Melissa A. (Melissa Amy). "Training Evaluation: Measuring the Benefits of Training with Levels of Behavioral Change." Thesis, University of North Texas, 1993. https://digital.library.unt.edu/ark:/67531/metadc500263/.

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Employee training is designed to help ensure successful achievement of business goals. Training's expense encourages the investigation of behavioral changes. The present study evaluated behavioral changes that occurred as a result of a Business Process training course. A performance rating measure was designed to assess the behaviors addressed in the course. A group of 52 people took the training. Performance was measured using a pretest, and then posttest three months later. A control group of 52 people also responded to the performance measure twice, without training. A second control group of 52 took a posttest only. MANOVA results showed a significant difference between change scores at the .001 level, indicating that the training did change behavior. The control group posttest scores differed somewhat between the two control groups, indicating a possible pretest effect.

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Craig, Michael. "A descriptive evaluation of an employee assistance programme /." Title page, table of contents and abstract only, 1997. http://web4.library.adelaide.edu.au/theses/09MPM/09mpmc886.pdf.

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Ware, Brenda. "Reframing job evaluation : an investigation of employee response to job evaluation in practice." Thesis, The University of Sydney, 2011. https://hdl.handle.net/2123/29166.

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Job evaluation systems are used in many organisations for establishing a notional grading of jobs in the determination of a fair level for a position's pay. The academic literature in relation to job evaluation identifies competing and sometimes contradictory perspectives on this management practice. Indeed, the literature points to an enduring debate, framed essentially in managerialist terms, between opponents of job evaluation or job-based approaches to pay and those who advocate job evaluation as an integral element in a work based approach to effective reward management. Yet, a closer reading of the academic literature suggests that both sides of this debate have overlooked important aspects of the job evaluation phenomenon. In particular, the employee perspective on job evaluation has been largely absent from academic-managerialist debates around job evaluation. Hence, this research is centred on the question of how employees respond to and construct job evaluation practices and processes. Drawing on detailed qualitative research carried out with three case study organisations in the NSW public sector, the study investigates and interprets employee response to the phenomenon of job evaluation. The analysis is centred on empirical material collected through research interviews with over fifty employees, including line employees, managers and supervisors, union members and human resources staff. Through this large-scale empirical study, the thesis contributes to the extant body of knowledge about job evaluation and extends existing understandings of job evaluation's broader implications, by questioning assumptions and taken-for-granted associations, derived from what is now a relatively dated body of literature. Building on Townley's call for the phenomenon of human resources management to be reframed, this study explores the multi-faceted and complex nature of job evaluation in practice and its significance for employees. The study focuses on analytical job evaluation systems in an Australian milieu, a largely un-researched area, to explore the construction of job evaluation in the varied work settings of the New South Wales (NSW) public sector, where job evaluation is used extensively. This study's backdrop of Australian job evaluation practices has also brought to light two Australian job evaluation systems, thereby making a further contribution to the international literature. Until now, the job evaluation literature has been dominated by a north American job evaluation system and the practice of job evaluation in that part of the world. The thesis considers, as well, some of the major historical and conceptual themes in Australian pay determination and their relevance for job evaluation systems, given that employees themselves raise many of these themes. The thesis further connects with a recently-emerged stream of literature, led by Guest and others, which has sought to explore what employees think about HRM practice, rather than assuming an instinctive tolerance of or hostility to such practices. Employees are found to focus on questions of fairness, transparency, accountability and consistency, such that a 'Disciplined Worker' thesis, coined by Edwards et al. more than a decade ago, may be extended with this study. Perhaps it is employees themselves who, as active organisational agents, are reframing job evaluation.

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Roussel, Magali. "L’évaluation professionnelle des salariés." Thesis, Paris 10, 2016. http://www.theses.fr/2016PA100136.

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L’évaluation des qualités professionnelles est un dispositif récent dans l’entreprise. D’abord simple pratique gestionnaire, l’évaluation professionnelle des salariés a été juridiquement consacré comme un pouvoir de l’employeur. Cette reconnaissance a en premier lieu été celle d’un instrument de rationalisation de la décision de l’employeur. Cette vision de l’évaluation l’inscrit alors dans le processus de décision de l’employeur. A ce titre, elle constitue un élément d’extériorisation de ce processus et, partant, un instrument de justification des décisions patronales. En qualité d’instrument, l’évaluation participe également à l’exercice du pouvoir de l’employeur sur l’activité du salarié. En second lieu, la consécration juridique de l’évaluation devient progressivement celle de l’évaluation comme action. Replaçant la personne au cœur du dispositif d’évaluation, tend ainsi à reconnaître les incidences de l’acte en lui-même sur l’exercice de la prestation de travail mais surtout sur la personne du salarié. Se dessine alors un droit de l’évaluation au service de l’action patronale mais également un droit de l’évaluation comme action<br>The evaluation of professional qualities is a recently added process within firms. After years of having simply been a managing practice, the evaluation in workplaces of employees has now been judicially ascertained as lying within the authority of the employer. This acknowledgement was originally employed as an instrument for rationalizing the decisions made by employers. Thus, this conception of an evaluation, enshrines it within the employer’s decision-making process. As a matter of fact, it constitutes an element of exteriorization of this process, and, so to speak, an instrument of justification for decisions made by employers. Because of its intrinsic quality as an instrument, the evaluating process comes within the field of the very exercise of the employer’s power upon his/her employees. Secondly, the fact that the evaluating process has now been given legal grounding has turned it into a potent action towards the employees with all due possible consequences attached to it. Placing the individual at the core of the evaluating process aims at acknowledging the consequences of the action per se on the achievements of employees in the workplace, but also, on the employee as a person. Thus, we are now faced with a legislation pertaining to the evaluation process designed to accommodate the employer’s actions, but also, with other legislation attempting to define the evaluating process as an action in itself

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Wilkens, Michele. "Employee Churn in Afterschool Care| An Evaluation Study of Manager Influences on Employee Retention and Turnover." Thesis, University of Southern California, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10743855.

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<p> This study examined the status of field employee turnover at a national afterschool program provider in relation to its turnover improvement goal and assessed the knowledge, skills, motivation, and organizational influences of those with the greatest impact on retention and turnover—frontline Area Managers (AMs) who directly supervise afterschool staff. Clark and Estes’ (2008) gap analysis served as the general conceptual and methodological framework for the study. A mixed methods convergent parallel study was conducted using document analysis, surveys, interviews, and observations. Document analysis revealed high employee turnover in the school year of study (62%), far surpassing industry norms and prior year performance. However, analysis also found high employee retention (74%), which can coexist with high turnover when most staff are retained, but a smaller segment repeatedly churns over the same period. Specifically, recurring turnover among 37% of the organization’s field employee roles was found to be the source of its high turnover rate, while 63% of roles remained filled and therefore stable across the school year. Gap analysis of quantitative and qualitative survey results triangulated with interview and observation data illuminated barriers to AM success with retention and turnover. Barriers included limited knowledge of factors related to turnover, perception of minimal organizational focus on and resources for retention, significant external locus of control over turnover, and lack of ownership and accountability for turnover. The implications of these findings signal the risk of continued high turnover, where AMs could remain disempowered due to lack of critical knowledge, skills, motivation, and organizational resources for retention. The study concludes with recommendations for context-specific solutions grounded in literature and in the New World Kirkpatrick Model (Kirkpatrick & Kirkpatrick, 2016), as well as an integrated implementation and evaluation plan, strengths and weaknesses of the study, limitations and delimitations, and recommendations for future study.</p><p>

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Hendricks, Kenrick. "Theory evaluation of the touchline media employee induction programme." Master's thesis, University of Cape Town, 2009. http://hdl.handle.net/11427/8926.

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Includes bibliographical references (leaves 39-41).<br>This is a theory evaluation of the Touchline Media (TLM) employee induction programme. Organisations use induction training as part of the new employee welcoming process, making it one of the most common types of organisational training programmes (Klein & Weaver, 2000). Employees who have participated in structured induction programmes are 69% more likely to stay with their chosen organisation than compared to employees who did not receive a similar programme (Brodie, 2006). Ideal induction programmes with appropriate content, process, support and follow-up components have universally been shown to improve employee retention and identification. The one-day TLM induction programme is set in a media and magazine production environment that is very fast paced and deadline driven. It was constructed as a means of ensuring that the organisation's legal obligation surrounding employee induction was fulfilled by informing new employees of their specific job requirements, performance standards and company policies. There are three evaluation questions that are addressed in this evaluation: Evaluation question 1: Does the HRM's programme theory work for the recipients? In other words, are they aware that the outcome of the induction programme should be fulfilling a legal obligation? Evaluation question 2: Would the original induction programme lead, by default, to identification with the employer and staff retention? This evaluation question was included, as it was assumed that the programme activities might have unintended consequences like identification and retention. Evaluation question 3: If the original programme theory is changed (based on existing literature regarding induction programmes) would it lead to an improved design and in the end, to a more effective programme? Data was collected from programme participants using a ten item questionnaire. Questionnaire items were included by the evaluators to test three factors (Legal Obligation, Retention and Identification), with responses in a five-point Likert format. No statistically significant differences in the mean scores for Legal Obligation, Retention and Identification for the three groups of programme attendees (Group 1: New employees with first month induction attendance; Group 2: New employees with later induction attendance; Group 3: Long-serving employees with later induction attendance) were found. This is an indication that the TLM induction programme did not lead to the outcomes of Legal Obligation, Retention or Identification. The main suggestions for improvement were presented according to the four universal components that make up a well organised induction programme, namely content, support, follow-up and process (D' Aurizio, 2007).

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Książki na temat "Evaluation of employee"

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J, Holosko Michael, and Feit Marvin D, eds. Evaluation of employee assistance programs. Haworth Press, 1988.

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Wiley, Jack. Strategic employee surveys. Jossey-Bass, 2010.

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Minnesota. Legislature. Office of the Legislative Auditor. Program Evaluation Division., ed. State employee health insurance: Program evaluation report. Office of the Legislative Auditor, State of Minnesota, Program Evaluation Division, 2002.

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Paul, Stuiber, and Wisconsin. Legislature. Legislative Audit Bureau., eds. State employe [i.e. employee] training programs, Department of Employment Relations: An evaluation. Wisconsin Legislative Audit Bureau, 1999.

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Minnesota. Legislature. Office of the Legislative Auditor. Program Evaluation Division., ed. Management of public employee pension funds. Program Evaluation Division, Office of the Legislative Auditor, State of Minnesota, 1986.

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Richer, Laurie Pamela. An evaluation of employee involvement initiatives in Canada. Industrial Relations Centre, Queen's University at Kingston, 1991.

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Carlsson, Stig. 3 years with employee investment funds: An evaluation. Landsorganisationen i Sverige, 1988.

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Michael, Terry. Evaluation of the Partnership at Work Fund. Dept. of Trade and Industry, 2003.

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Paul, Maiden R., ed. Accreditation of employee assistance programs. Haworth Press, 2003.

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South Africa. Public Service Commission. Branch: Investigations and Human Resource Reviews. Evaluation of employee assistance programmes in the public service. Public Service Commission, 2006.

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Części książek na temat "Evaluation of employee"

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Dai, Weihuang, and Zijiang Zhu. "Employee Performance Evaluation Model Based on TSVM." In Lecture Notes in Electrical Engineering. Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-0115-6_77.

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Peng, Ming-ming, and Han-min Liu. "The Evaluation of Employee on Enterprise Restructuring in China." In The 19th International Conference on Industrial Engineering and Engineering Management. Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-38442-4_60.

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Yue, Donglin, and Lisha Yang. "Analysis of Employee Performance Evaluation Based on Analytic Hierarchy Process and Fuzzy Comprehensive Evaluation." In Proceedings of the 9th International Symposium on Linear Drives for Industry Applications, Volume 4. Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-40640-9_70.

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Jing, Shikai, Xiangqian Li, Haicheng Yang, and Jingtao Zhou. "A Knowledge and Employee Evaluation Method for Knowledge Management System." In Advances in Intelligent Systems and Computing. Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-54930-4_16.

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Wang, Bin. "Evaluation Method of the Excellent Employee Based on Clustering Algorithm." In Communications in Computer and Information Science. Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-7993-3_46.

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Passas, Panagiotis, and Dimitrios Stranis. "Τhe Evaluation Process in the Greek Public Sector in Its Restructuring (Law 4940/2022)." In Strategic Innovative Marketing and Tourism. Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-51038-0_53.

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AbstractIn the era of post-modernity, which defines an ever-changing global economy, effective governance in public administration and employee skills are crucial parameters for citizens' welfare in European Union member states with soft skills acquiring a prominent role in addressing modern occupational challenges. This study examines the evolution of employee evaluation processes in the Greek public sector, focusing on the institutional and organizational perspectives. It closely examines the evaluation system established by Law 4940/2022. While historical references to employee evaluation exist in Greek legislation since the 1950s, some previous attempts at implementation have been proved mostly unsuccessful. The enactment of Law 4940/2022 marks a notable institutional innovation, introducing a comprehensive evaluation system tied to goal setting and soft skills, part of broader reform efforts for the Greek public sector. The study aims to highlight key aspects of the framework established by Law 4940/2022, trace its evolution, compare it with EU member states' systems and assess its effectiveness. A literature review methodology was adopted. Implications are also discussed.

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Durairaj, S., and V. Vetrivel. "The Effect of AI (Artificial Intelligence) in Employee Performance Evaluation on Employee Retention in the Information Technology Sector." In Proceedings of the International Conference on Digital Transformation in Business: Navigating the New Frontiers Beyond Boundaries (DTBNNF 2024). Atlantis Press International BV, 2024. http://dx.doi.org/10.2991/978-94-6463-433-4_8.

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Youssri, Ahmed, Elsayed Abdelbadea, Atef Raslan, et al. "The Future ERP Systems: Improve Employee Performance Evaluation Using Machine Learning." In Lecture Notes on Data Engineering and Communications Technologies. Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-71619-5_2.

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Faradisa, Rosiyah, Salsabila Ananda Al Madani, Mu’arifin M, Moh Hasbi Assidiqi, and Tessy Badriyah. "Enhancing Employee Quality through Objective Evaluation: A Delphi-AHP Approach for Selecting Best Employees at McEasy Company." In Proceedings of the International Conference on Applied Science and Technology on Social Science 2023 (iCAST-SS 2023). Atlantis Press SARL, 2023. http://dx.doi.org/10.2991/978-2-38476-202-6_12.

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Dinesh Kumar, R., A. Vijay Kumar, I. Vasantha Kumari, B. Rambabu, and Y. Sandhya. "Performance evaluation of employee attrition through intensive investigation with supervised machine learning algorithm." In Data Science & Exploration in Artificial Intelligence. CRC Press, 2025. https://doi.org/10.1201/9781003589273-34.

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Streszczenia konferencji na temat "Evaluation of employee"

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Sampath, K., Kabirdoss Devi, T. V. Ambuli, and S. Venkatesan. "AI-Powered Employee Performance Evaluation Systems in HR Management." In 2024 7th International Conference on Circuit Power and Computing Technologies (ICCPCT). IEEE, 2024. http://dx.doi.org/10.1109/iccpct61902.2024.10673159.

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Suchkov, Mikhail, Bekzat Bekturgan, and Amandyk Kartbayev. "Gamification Effects on Employee Engagement and Business Process Risk Evaluation." In 2024 IEEE 4th International Conference on Smart Information Systems and Technologies (SIST). IEEE, 2024. http://dx.doi.org/10.1109/sist61555.2024.10629629.

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Sharma, Sonali, Shruti Mittal, Reetu Tevatia, Vivek Kumar Tyagi, Puneet Garg, and Sanchali Kapoor. "Unlocking Workforce Potential: AI-Powered Predictive Models for Employee Performance Evaluation." In 2025 First Global Conference on AI Research and Emerging Developments. Ganitara Research Foundation, 2025. https://doi.org/10.63169/gcared2025.p21.

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Krishna, C. Balarama, K. Nagi Reddy, Sathish Kumar R, and Kawerinder Singh Sidhu. "AI-Powered Performance Management: Machine Learning Approaches for Employee Evaluation and Development." In 2025 First International Conference on Advances in Computer Science, Electrical, Electronics, and Communication Technologies (CE2CT). IEEE, 2025. https://doi.org/10.1109/ce2ct64011.2025.10941514.

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Tri Sasongko, Ananto, Muhamad Ekhsan, Wahyu Hadikristanto, and Agung Nugroho. "A Comprehensive Evaluation of Machine Learning Models for Sentiment Analysis in Employee Reviews." In 2024 International Conference on Electrical Engineering and Computer Science (ICECOS). IEEE, 2024. https://doi.org/10.1109/icecos63900.2024.10791157.

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Subha, T. D., S. Vijayalakshmi, M. N. Pooja, Rithik K. V, J. Pavithira, and RaghulNithin V. "Experimental Evaluation of a Novel Methodology to Predict Employee Attrition Using Elevated Deep Gradient Optimization Logic." In 2024 International Conference on Innovative Computing, Intelligent Communication and Smart Electrical Systems (ICSES). IEEE, 2024. https://doi.org/10.1109/icses63760.2024.10910261.

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Poncio, Steve, and Phil Adkison. "Economics of a Total Maintenance Coatings Program." In CORROSION 1994. NACE International, 1994. https://doi.org/10.5006/c1994-94443.

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Abstract Coating costs are escalating due to increased environmental awareness (Clean Air Act, lead paint disposal, etc.) and increased awareness of safety and health issues (OSHA 29 CFR 1926.62). Owners can reduce the overall cost of maintenance painting projects through the implementation of a Total Quality Program. This program should encompass project pre-planning, evaluation of safety and quality assurance programs, and analysis of employee absenteeism and turnover. The information presented is a case history of one utility's experience managing a maintenance painting program over a five year period.

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Poncio, Steve. "Developing and Managing a Coatings & Linings Program in an Electric Utility." In CORROSION 2017. NACE International, 2017. https://doi.org/10.5006/c2017-08812.

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Abstract Coating costs are escalating due to increased environmental awareness (Clean Air Act1, lead paint disposal, etc.) and increased awareness of safety and health issues (OSHA 29 CFR 1926.62 Occupational Safety and Health Administration in the USA)2. Owners can reduce the overall cost of maintenance painting projects through the implementation of a Total Quality Program. This program should encompass project pre-planning, evaluation of safety and quality assurance programs, and analysis of employee absenteeism and turnover. The information presented is a case history of one utility's experience managing a maintenance painting program over a five-year period.

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Matulčíková, Marta. "EMPLOYEE PERFORMANCE AND ITS EVALUATION." In NORDSCI International Conference. SAIMA Consult Ltd, 2019. http://dx.doi.org/10.32008/nordsci2019/b2/v2/04.

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Nedelcu, Andreea, Bogdan Nedelcu, Alexandru Ioan Sgarciu, and Valentin Sgarciu. "Data Mining Techniques for Employee Evaluation." In 2020 12th International Conference on Electronics, Computers and Artificial Intelligence (ECAI). IEEE, 2020. http://dx.doi.org/10.1109/ecai50035.2020.9223165.

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Raporty organizacyjne na temat "Evaluation of employee"

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Taylor, Eric. Employee Evaluation and Skill Investments: Evidence from Public School Teachers. National Bureau of Economic Research, 2022. http://dx.doi.org/10.3386/w30687.

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Rockoff, Jonah, Douglas Staiger, Thomas Kane, and Eric Taylor. Information and Employee Evaluation: Evidence from a Randomized Intervention in Public Schools. National Bureau of Economic Research, 2010. http://dx.doi.org/10.3386/w16240.

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Ford, Deborah. An Evaluation of Moderating Influences of Employee Proactive Personality: Empowerment and Political Skill. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.515.

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Willson, Stephanie, and Kristen Miller. Cognitive interview Evaluation of Demographic Questions for the US Department of State Global Employee Management System. National Center for Health Statistics (U.S.), 2023. http://dx.doi.org/10.15620/cdc/150786.

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Lee, Gregory. Industrial social work : a review of the literature and an evaluation of an employee assistance program. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.2818.

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McGee, William M. New Employee Orientation: A Focus Evaluation of the Current Program at the National Naval Medical Center, Bethesda, Maryland. Defense Technical Information Center, 1992. http://dx.doi.org/10.21236/ada261393.

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Stucchi, Rodolfo, Alessandro Maffioli, Sofía Rojo, and Victoria Castillo. Knowledge Spillovers of Innovation Policy through Labor Mobility: An Impact Evaluation of the FONTAR Program in Argentina. Inter-American Development Bank, 2014. http://dx.doi.org/10.18235/0011534.

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Although knowledge spillovers are at the core of the innovation policy's justification, they have never been properly measured by any impact evaluation. This paper fills this gap by estimating the spillover effects of the FONTAR program in Argentina. We use an employer-employee matched panel dataset with the entire population of firms and workers in Argentina for the period 2002-2010. This dataset allows us to track the mobility of qualified workers from FONTAR beneficiary firms to other firms and, therefore, to identify firms that indirectly benefit from the program through knowledge diffusion. We use a combination of fixed effect and matching to estimate the causal effect-direct and indirect-of the program on various measures of performance. Our findings are robust to a placebo test based on anticipatory effects and show that the program increased employment, wages, and the exporting probability of both direct and indirect beneficiaries. The analysis of the dynamic of these effects confirms that performance does not improve immediately after the treatment for neither direct nor indirect beneficiaries.

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Kunpanitchakit, Danuja, Duangsamorn Orapin, and Supol Durongwatana. Consistency of firm's performance evaluation and compensation plans with competitive strategy. Chulalongkorn University, 2004. https://doi.org/10.58837/chula.res.2004.25.

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According to “Contingency Theory” and several researches, there is no absolutely conclusive result to show that there is a best control system for all firms that fits all types of competitive strategy. Also, based on “Expentancy Theory” , in order to motivate employee, the compensation plans have to cover all performance measures that fully reflect employee’s effort. Hence, this case-based research is set up for the purpose of studying the consistency of firm’ s performance evaluation and compensation plans with competitive strategy. All 285 of MBA students at the Faculty of Commerce and Accountancy, Chulalongkorn University, Thailand, are the experimental units. The controlled group with 141 regular MBA students are subdivided into two groups as low-cost group and product-differentiation group. Then each group is subdivided into two more sub groups as CEO and MD groups. For the treated groups with 144 executive MBA students, subdivision is done in the same manner as the controlled group. The experiment is set up to evaluate whether competitive strategy affects weights placed on performance measures used for firm’ s performance evaluation and compensation plans. Also, it is set up to evaluate the consistency of weights placed on performance measure for these two purposes under a given competitive strategy. The research results are as expected. That is, under low-cost strategy, a firm places more weights on financial performance measures for firm’s performance evaluation resulting in short-term oriented compensation plans and vice versa. Under product-differentiation strategy, a firm places more weights on non-financial performance measures for firm’s performance evaluation resulting in long-term oriented compensation plans and vice versa. Therefore, the consistency of two control systems are evidenced from this research. That is, for a given competitive strategy, a control system designed by first considering the appropriate firm’s performance evaluation system to match with that strategy in terms of weights placed on performance measures followed by the compensation plans will be consistent with the control system designed by first considering the appropriate compensation plans to match with that same strategy and followed by firm’ performance evaluation system. However, executives of a low-cost strategy firm significantly place more weight on “productivity” which is one of non-financial performance measures for both firm’s performance evaluation and compensation plans than those of a product-differentiation strategy firm. This means that although productivity is non-financial performance measure, it still plays crucial role for a low-cost strategy firm than a product-differentiation one. This may be due to the fact that usually low-cost strategy firms emphasis on efficiency as an important mean to reduce cost. And “productivity” is one performance measure that evaluates the efficiency of firms.

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Alonso, Pablo, and Agustina Schijman. IDB-9: Human Resources Processes. Inter-American Development Bank, 2013. http://dx.doi.org/10.18235/0010522.

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This evaluation assesses the implementation of Inter-American Development Bank (IDB, or Bank) commitments related to the human resources (HR) policies set out in the 2007 realignment and IDB-9. Under these commitments, the Bank is required to continue improving its organizational efficiency and capacity, building on the organizational model set forth in the 2007 realignment. This report is a preliminary review of the topic; next year's evaluation of the realignment by the Office of Evaluation and Oversight will explore issues of efficiency and efficacy in greater depth. The evaluation finds that the IDB-9 results framework is insufficient to allow a full assessment of the "full and effective implementation" of the HR mandates. Nonetheless, it finds progress in the implementation of some of the commitments, such as the strengthening of capacity in country offices, the implementation of a results-based performance framework, the promotion of gender diversity, the improvement of talent management, and the reform of the process for contracting consultants. It is too soon to judge whether these reforms are yielding the expected results in terms of cost-effectiveness, client satisfaction, reduced time in project preparation and execution, improved project quality and evaluability, increased country knowledge and project origination, better technical dialogue with clients, increased employee motivation and performance, and better talent management.

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Mohebbi, Mehri, Sumita Raghuram, and Ahoura Zandiatashbar. Pathway to Promote Diversity within Public Transit Workforce. Mineta Transportation Institute, 2022. http://dx.doi.org/10.31979/mti.2022.2135.

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There are many aspects of the transportation industry that can be focused on, but the lack of resiliency is one of the most urgent. Enhancing resiliency and creative problem-solving is essential to the industry’s growth and survival. But it cannot happen without building a more diverse workforce. Women still make up a small fraction of transportation workers, and African American and Hispanic employees are even less represented. These disparities are increasingly pronounced in many senior positions, particularly in STEM fields. Meanwhile, the public transportation industry is experiencing a severe and worsening workforce shortage and many agencies have reported substantial difficulty recruiting, retaining, and developing skilled workers. Considering the transit industry’s existing diversity and inclusion toolkits and guidelines, this project emphasizes lessons from in-depth interviews with leaders from 18 transit agencies across the country. The interviews illuminate the existing challenges and creative solutions around transit workforce diversity and inclusion. From the interviews, we discovered: 1) the critical factors that impact the current level of diversity and career mobility within transit agencies; 2) how diversity efforts help explore resources and provide opportunities for effective and robust employee engagement; and 3) the significance of evaluation systems in creating a more transparent recruitment process that initiates structural shifts, resulting in better recruiting. Moving towards inclusive and equitable workforce environments is a healing process that starts with understanding these gaps. We call this effort Healing the Workforce through Diversification.

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