Browsing by Author "Spangenberg, H. H."
Now showing 1 - 3 of 3
Results Per Page
Sort Options
- ItemAdapting 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.
- ItemConstruction 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.
- ItemValidation 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.