Search results

As the interest in evidence‐based librarianship increases, so does the need for a standardized practice methodology. One of the most essential components of EBL, critical appraisal, has not been fully established within the library literature. The purpose of this paper is to outline and describe a thorough critical appraisal tool and process that can be applied to library and information research in an evidence based setting.

To create a critical appraisal tool for EBL, it was essential to look at other models. Exhaustive searches were carried out in several databases. Numerous articles were retrieved which provided “evidence” or “best practice” based on a critical appraisal. The initial tool, when created, was distributed to several librarians who provided comments to the author regarding its exhaustiveness, ease of use and applicability and was subsequently revised to reflect their suggestions and comments.

The critical appraisal tool provides a thorough, generic list of questions that one would ask when attempting to determine the validity, applicability and appropriateness of a study.

More rigorous research and publishing will be encouraged as more librarians and information professionals adopt the practice of EBL and utilize this critical appraisal model

This paper aims to evaluate the aims and methods of appraisal, and the difficulties encountered in the appraisal process.

The paper uses a review of the literature to evaluate the development of appraisals and argues that the critical area of line management development that was identified as a critical success factor in appraisals has been ignored in the later literature evaluating the effectiveness of performance appraisals.

The review identifies the lack of theoretical development in appraisal and argues the psychological approach of analysis and a more critical realisation of appraisal, re‐evaluating the challenge to remove subjectivity and bias in judgement of appraisal.

Further evaluation of key interpersonal skills is required for appraisal systems to develop performance.

The use and design of performance pay in public and private services linked to appraisal have not always improved organisational performance and can contribute to reduced motivation.

Little research has evaluated the current increases in using appraisals and the changes in focus from appraisal to performance management. The paper adds value to the existing body of knowledge and offers insights for practitioners and researchers.

There are numerous studies on satisfaction, but not enough on dissatisfaction when its consequences can be harmful. This study aims to examine different unsatisfactory situations during customer–supplier relationships in industrial markets combining the appraisal theory with the critical incident technique to identify potential problems and strategies to minimize their effect.

This research follows an exploratory qualitative approach based on 18 in-depth interviews with managers from business-to-business firms. The information obtained was object of a textual and conceptual analysis using the analytical software ATLAS TI 9.0.

The results show that negative cognitions have greater influence than negative emotions, and those dissatisfied customers may respond by expressing complaints, ending transactional relationships, reporting the other party legally, asking for explanations or continuing commercial relationships, even though they are dissatisfied. This will depend on the severity of the critical incident and the negative cognitions and emotions perceived. Proactivity and understanding of this situation will allow for understanding what specific actions to take to resolve conflicts and mitigate the negative effects among the parties.

This paper focuses on dissatisfaction, instead of satisfaction, in industrial markets through the appraisal theory. Furthermore, it applies the critical incident technique to understand the cognitions and emotions related with dissatisfaction in the commercial relationships. Finally, it provides ideas on what are the main source of dissatisfaction and how to manage them to anticipate and better manage those incidents.

This chapter explores leadership failure by way of performance appraisal. A series of experiences in two different organizations with two different managers is examined through the lens of four critical performance appraisal mistakes – lack of objectivism (assessment based upon own experiences, beliefs and expectations), freshness (relying on recent events with little consideration for past behavior), causal attribution (flawed interpretation of employee behavior) and first impression (assessment based upon something learned from early introduction to employee, often the first encounter) These mistakes represent a continuum of infractions for which ethical leadership is offered as an antidote. Ethical leadership strategies are provided to support employees, managers, teams, and organizations in counteracting, avoiding, surviving and eliminating these mistakes, respectively.

This paper reviews research findings from 149 managers who work in 22 different US manufacturing and service organizations concerning the top ten rater skills identified as necessary to effectively conduct formal performance appraisals, and why organizations fail to conduct effective rater training with their managers. Four basic integrated stages in the performance appraisal process are identified. The key management skills required in each stage are discussed in terms of how they help organizations improve the operation and quality of their appraisals systems.

This article reports the evaluation of two workshops to develop evidence‐based practice (EBP) in occupational therapy and physiotherapy. An innovative approach was taken in the design of workshops on critical appraisal which specifically addressed needs of therapists to appraise clinical effectiveness (ACE). The background to the workshops is given and the evaluative process and a summary of the findings presented. The statistical analysis indicates that there is a significant difference (P= 0.0001) in self‐reported knowledge before and after the workshops. The evaluation highlights the differing needs of health care professional groups in establishing a culture of EBP in then‐workplaces.

Claims that, in the quest for competitive advantage, modern organizations are making increasing demands on their change managers. Questions what organizations are doing to help managers develop the skills necessary to operate in a rapidly changing work environment. Suggests that systematic management development efforts at organizational level are vital to accelerate and sustain management change. Seeks to identify why managerial appraisals frequently fail and are ineffective as a management development tool. Proposes that, if an organization is going to rely heavily on the use of formal performance appraisals as a vehicle to foster managerial development (which many do) they had better employ an effective appraisal system.

Despite the abundant journal literature the challenge for the health care professional is in retrieving clinically relevant information. Critical appraisal is a useful tool in meeting this challenge. This article examines the five stages of the critical appraisal process and the information implications associated with each stage. The role of health information workers, together with their training and development requirements, is also outlined. Clinicians and information workers need to work together to provide further evidence in support of the effectiveness of literature‐based approaches and their contribution to patient care.

The role of performance appraisal and reward systems in enhancing employee performance is discussed. A model is presented which argues that feedback is a powerful instrument in performance enhancement. Performance appraisal should provide a clear and realistic indication of the work that must be accomplished, performance expectations, and feedback on performance against expectations. The key dimensions that must be taken into account when designing such a system are outlined.

As people work through their daily lives, they interact with a variety of organisations. Some of those interactions are successful, and others are dreadful. And managers of organisations tend to look at their own organisational successes and failures and hope that the successes outnumber the failures. Managers observe that most of the successes come from the highest performing employees, and the failures tend to emanate from the worst performers. So, they try to encourage the worst performers to ‘become better team players’ or ‘be more sensitive to the customer's needs’, and hope that they eventually ‘get it’. Some will, and most will not. And then one day, a manager interacts with an organisation that ‘goes the extra mile’ and provides a great service or product, and he/she fantasises about what it is that makes this organisation successful, while his/hers is marginal at best. The answer to this question is actually quite simple, but to fix the problems can be time consuming and painful. The single quality that highly successful organisations all have in common is that they have an organisational culture which values leadership. They have achieved what few organisations have achieved: they have become a ‘Leadership Organisation’ (an organisation that has leaders at all levels of the organisational chart). Once an organisation has achieved this level of leadership, overall organisational success is easily achievable. This paper is intended to give managers a basic framework on how they can turn their organisations into high‐performing successes. Managers' ability to achieve this success can be limited by the legal process, the company's employment practices and culture, and their own willingness to make radical changes to their organisation. Once a manager has achieved building a Leadership Organisation, however, the rewards of success are well worth the effort.