User:Nikicia/sandbox

My name is Nicola Byfield and I currently in my second semester at York. I am pursuing a degree in Business Administration and my major is Human Resources.

FAIR EMPLOYMENT PRACTICES (EDIT)

The Employment Opportunity Commission (EEOC) guidelines apply to any selection procedure that is used for making employment decisions, not only for hiring, but also for promotion, demotion, transfer, layoff, discharge, or early retirement. Therefore, employment appraisal procedures must be validated like tests or any other selection device. Employers who base their personnel decisions on the results of a well-designed performance review program that includes formal appraisal interviews are much more likely to be successful in defending themselves against claims of discrimination.

^ Schultz & Schultz, Duane (2010). Psychology and work today. New York: Prentice Hall. p. 129. ISBN 0-205-68358-4.

http://en.wikipedia.org/wiki/Performance_appraisal

DEVELOPMENTS IN I.T. AND THEIR IMPACT ON PA (PERFORMANCE APPRAISAL)

Computers have been playing an increasing role in PA for some time (Sulsky & Keown, 1998). There are two main aspects to this. The first is in relation to the electronic monitoring of performance, which affords the ability to record a huge amount of data on multiple dimensions of work performance (Stanton, 2000). Not only does it facilitate a more continuous and detailed collection of performance data in some jobs, e.g. call centres, but it has the capacity to do so in a non-obvious, covert manner. The second aspect is in mediating the feedback process, by recording and aggregating performance ratings and written observations and making the information available on-line; many software packages are available for this. The use of IT in these ways undoubtedly helps in making the appraisal process more manageable, especially where multiple rating sources are involved, but it also raises many questions about appraisees' reactions and possible effects on PA outcomes. Mostly, the evidence so far is positive.

^ Fletcher, Clive. Performance appraisal and management: The developing research agenda. Journal of Occupational and Organizational Psychology74 (Nov 2001):p.482

http://search.proquest.com.york.ezproxy.cuny.edu:2048/psychology/docview/199343619/13DE818160D274F042C/2?accountid=15180

http://en.wikipedia.org/wiki/Performance_appraisal

STRESS IN THE WORKPLACE (EDIT)

Employee Assistance Programs can include in-house counseling programs on managing stress. Evaluative research has been conducted on EAPs that teach individual stress control and inoculation techniques such as relaxation, biofeedback, and cognitive restructuring. Studies show that these programs can reduce the level of physiological arousal associated with high stress. Participants who master behavioral and cognitive stress-relief techniques report less tension, fewer sleep disturbances, and an improved ability to cope with workplace stressors.

^ Schultz & Schultz, Duane (2010). Psychology and work today. New York: Prentice Hall. p.374. ISBN 0-205-68358-4.

http://en.wikipedia.org/wiki/Stress_management

STRESS IN THE WORKPLACE (EDIT)

Among the many stressors mentioned by employees, these are the most common:


 * The way my boss/supervisor treats me
 * Lack of job security
 * Company policies
 * Coworkers who don't do their fair share
 * Unclear expectations
 * Poor communication
 * Not enough control over assignments
 * Inadequate pay or benefits
 * Urgent deadlines
 * Too much work
 * Long hours
 * Uncomfortable physical conditions
 * Relationship conflicts
 * Coworkers making careless mistakes
 * Dealing with rude customers
 * Lack of cooperation
 * How the company treats coworkers
 * How the company treats me

^ Somaz, Wenk Heidi & Tulgan, Bruce (2003). Performance Under Pressure: Managing Stress in the Workplace.Canada. HRD Press Inc.p 7-8. ISBN 0-87425-741-7

http://en.wikipedia.org/wiki/Stress_management