Suchergebnisse

A developmental performance appraisal program was introduced into an Australian Federal agency. Pre- and posttest measures of appraisal characteristics, employee responses, and appraisal beliefs were gathered by surveying 108 appraised and 64 nonappraised employees. Increases occurred in some characteristics of appraisal, those of feedback and action planning, as well as in employee responses of satisfaction with feedback and self-rated performance improvement, although not in perceived rewards and training effectiveness. For those appraised, compared to those not appraised, feedback, action planning and supervisor support enhanced satisfaction with feedback, supervisor support enhanced training effectiveness, and feedback enhanced rewards. Overall, employee beliefs about appraisal did not influence the positive relationships between appraisal characteristics and employee responses. For supervisors, relationships were more positive between appraisal characteristics and training effectiveness than for subordinates, but not with regard to employee responses.

This study assessed if human capital is more related to women's advancement to low levels (i. e., supervisory and junior management) and if social capital is more related to their advancement to high levels (i. e., middle and senior management) in Australian banks. The results do not support differential prediction hypotheses. Overall, human capital explained most of women's advancement at all levels in Australian banks. The contribution of social capital to that explanation was, generally, negligible. The study also included qualitative data. The qualitative results appeared to support the view that social capital is more important to women's advancement to high managerial levels than to low managerial levels. Of particular concern is that the women reported gender discrimination as the most frequent barrier to their advancement at all managerial levels. Implications for banks and for women's career management are discussed.