Browsing by Author "Spangenberg, H. H."

Now showing 1 - 7 of 7
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    Adapting the systems model of performance management to major changes in the external and internal organisational environments
    (AOSIS, 2001) Spangenberg, H. H.; Theron, C. C.
    In essence, this article discusses ways to ensure continued relevance of Performance Management in fast-changing environmental and organisational realities. It starts with the rationale for moving from performance appraisal to Performance Management. In view of some persisting problems with regard to Performance Management, a systems approach to help alleviate these problems is discussed. The current status of Performance Management is reviewed, based on international surveys and a recent report on the way Performance Management best-practice organisations utilise the system. In view of this information, the Systems Model of Performance Management is adapted. The paper is concluded with a discussion and recommendations for future research.
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    Construction of behaviourally anchored rating scales (BARS) for the measurement of managerial performance
    (AOSIS OpenJournals, 1989-05) Spangenberg, H. H.; Esterhuyse, J. J.; Visser, J. H.; Briedenhann, J. E.; Calitz, C. J.
    BARS were initially developed as indices of behavioural change and to ensure greater comparability of ratings from different raters. In this study, BARS were developed for a major producer-wholesaler company in the liquor industry to serve as an independent criterion in the validation of the company's assessment center, to assess the impact of development activities on the skill levels of assessment centre participants and as a diagnostic tool in identifying performance deficiencies. A step-by-step account of the four stages in the development of BARS is presented, together with examples of actual scales for the final steps.
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    Development of a questionnaire for assessing work unit performance
    (AOSIS, 2004-10) Spangenberg, H. H.; Theron, C.
    The aim of this study was to develop a generic work unit performance measure that can be utilized in private, public and non-profit work units. Development of such a questionnaire, called the Performance Index (PI) comprised three steps, namely deciding on a baseline structure for the model; verifying the model and dimensions through subject expert feedback; and consolidating the model and refining the questionnaire. The sample consisted of 60 units rated on a 360 basis by 257 respondents. Item and dimensionality analyses, followed by confirmatory factor analysis utilizing LISREL produced acceptable model fit. Overall, results provided reasonable psychometric support for the Performance Index.
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    Performance management : problems and possible solutions
    (AOSIS OpenJournals, 1994-06) Spangenberg, H. H.
    In view of the fact that Performance Management has not consistently met expectations, a survey of potential problems was conducted among nine major South African organizations. The sample comprised 374 middle and senior managers. Results indicate a high incidence of significantly important problems. Recommendations for alleviating problems with implementation of the system were made.
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    Rejoinder to article by Harold M Shroder : the fallacy of using in-basket based measures for the validation of leadership dimensions
    (AOSIS, 2004-10) Spangenberg, H. H.; Theron, C. C.
    A response is given to the critical questions and concerns raised by Schroder (2004) on the validation study by Spangenberg and Theron (2003). The importance of open debate as an expression of scientific rationally in service of the epistemic ideal of science is acknowledged. Schroder’s (2004) concern essentially centers on the use of the inbasket as a stand-alone measure and the appropriateness of the design of the Spangenberg and Theron (2003) study for the investigation of the validity of the HPLC’s. The objectives of the Spangenberg and Theron (2003) study are re-examined. The prudence of using and validating the in-basket as a stand-alone measure is discussed.
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    Validation of an assessment centre against BARS : an experience with performance related criteria
    (AOSIS OpenJournals, 1989-05) Spangenberg, H. H.; Esterhuyse, J. J.; Visser, J. H.; Briedenhann, J. E.; Calitz, C. J.
    The objective of this study is to determine the validity of a middle management assessment centre. Behaviourally Anchored Rating Scales were developed specifically for this purpose. The results testify to the validity of this assessment centre and lend support to the argument that assessment centres do indeed predict performance criteria (viz a viz potential/advancement criteria). The validity coefficients for the various dimensions are indicated.
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    Validation of the high performance leadership competencies as measured by an assessment centre in-basket
    (AOSIS, 2003-10) Spangenberg, H. H.; Theron, C. C.
    The purpose of this study was to validate Schroder’s High Performance Leadership Competencies (HPLCs), measured by a specially designed In-basket, against multiple criteria. These consisted of six measures of managerial success, representing managerial advancement and salary progress criteria, and a newly developed comprehensive measure of work unit performance, the Performance Index. An environmental dynamism and complexity questionnaire served as moderator variable. Results indicated disappointing predictive validity quotients for the HPLCs as measured by an In-basket, in contrast to satisfactory predictive and construct validity obtained in previous studies by means of a full assessment centre. The implications of the findings are discussed and suggestions are made for improving the validity of the In-basket.