Browsing by Subject "Employees -- Rating of"
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Item An assessment of rating schedule effects on Home Economics Cooperative Education employer-employee evaluations(Texas Tech University, 1977-12) Swofford, Henrian EngbrockNot availableItem Management views on performance-based scheduling(Texas Tech University, 2001-12) Tobin, Eric R.This study examined restaurant managers' views of factors impacting employee tenure and the implementation of a performance-based scheduling system (PBS). A mailed written survey addressed perceived reasons for turnover, rewards restaurants offered to servers, aspects of a PBS, and types of restaurants that could utilize this customer service tool. A total of 512 questionnaires were distributed to full-service restaurants and 267 surveys were returned for a response rate of 52%. Study respondents were mostly female working in multiple locations prior to a short tenure at their current restaurant. Most restaurants posted a weekly sales volume of under $75,000 and employed less than 50 servers. Turnover rate was greater than 75% and managers spent between one hour and fifteen minutes and two hours scheduling weekly. Servers' tenures also were brief. Separation issues included management conflict and lack of performance. Servers were easily motivated by receiving regular performance evaluations, feeling appreciated, and perceiving a level of flexibility in their employment situation. Management utilized scheduling techniques primarily based on seniority rather than performance record. Managers thought PBS needed inclusion of multiple evaluation criteria with the exception of total guests served. Tying PBS to customer volume instead of guest service quality was thought to contribute to increased server aggression. Overall, PBS was thought to improve service, improve teamwork, and increase sales. Managers thought that PBS impacted employee motivation. PBS also reduced scheduling time and staff turnover. PBS appeared to be a viable option to solve employee and operational performance issues. Creating an environment where people want to work is important to retaining employees and increasing performance to yield sales levels contributing to profit. Management must provide the necessary elements to keep the employees motivated and interested. Results of this project indicated that a scheduling system recognizing and rewarding servers providing exceptional and consistent guest service could assist in achieving both employer and employee goals.Item The relative use of formal and informal information in the evaluation of individual performance(Texas Tech University, 1986-12) Johnson, Gene HIndividual performance evaluation is a critical managerial function. Judgments of individual performance are evident in certain managerial decisions, such as those regarding the pay, promotion, and termination of subordinates. While much has been written about the measurement of performance and about performance-appraisal techniques, little is known about the information managers use in evaluating individual performance. Accordingly, this study was conducted for two reasons: 1) to study the extent to which informal information (unofficial, or "non-sanctioned") is used in individual performance evaluation, and 2) to examine the relationships among a number of explanatory variables and the relative use of formal and informal information. A questionnaire was used to measure the relative use of formal and informal information in performance-related decision making (the dependent variable), attitudes toward the information used (ATTITUDES), role stress, two dimensions of superior's leadership style (structure and consideration), and one personality variable (locus of control). The responses indicate that informal information is used relatively more than formal information in the evaluation of individual performance. Further, the managers perceived the informal information easier to use and understand, more qualitative, and more confidential than the formal information. Covariance structural equations modeling (LISREL) was used to study the relationships among the research variables. As hypothesized, attitudes toward the information are strongly related to the relative use of formal and informal information. The hypothesized relationship between the research variable ATTITUDES and role stress, and the influences of leadership style and locus of control on stress are also supported. Not supported by the data, however, are the hypothesized relationships among the relative use of formal and informal information and role stress, leadership style, and locus of control, and the hypothesized relationships among ATTITUDES, leadership style, and locus of control. The findings suggest a discrepancy between the formally agreed upon rules of governance in organizations and the true system of rewards. Contractual disputes and other dysfunctional consequences are implied. However, another plausible explanation is that the informal information is necessary in order to compensate for the inadequacies of the formal information. Thus, the formal and informal information may be complementary.