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The Business Forum Journal

 

ORGANIZED CHANGE

By  David G. Chaudron, PhD

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We have three articles for you this month: one on comparing how employees rate themselves compared to others, another on performance management systems in quality-oriented organizations, and a third on the effect of a leader's mood on group process.

In addition, we have just published our second Signposts and Indicators, our monthly summary of important political, economic, social and technological changes that affect organizations.

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360 feedback
 

Self-Other Agreement in Job Performance Ratings: A Meta-Analytic Test of a Process Model

H. Heidemeier & K. Moser

Self-ratings of performance are sometimes used during, or as part of, the evaluation process. This meta-analysis reveals a low-to-moderate relationship between performance ratings given by oneself versus someone else.

Click here to read more about mission statements.
 

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Performance Management/TQM

An Empirical Study of Performance Management Systems in Quality-oriented Organizations

Report findings from a research designed to investigate the main issues of the current HR performance evaluation systems in over 150 UK-based quality-focused organizations. The study identified the main characteristics of HR performance evaluation systems currently conducting in TQM-based organizations


To read the full article click here

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Leadership Development

 

The Contagious Leader: Impact of the Leader's Mood on the Mood of Group Members, Group Affective Tone, and Group Processes

T. Sy, S. Cote, R. Saavedra

This study reveals the contagion of emotion and tone from leaders to groups. Differences in leader mood are found to effect efficiency and coordination.


To continue reading this article click here
 

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David Chaudron, Ph.D. is a Fellow of The Business Forum Institute and the Managing Partner of Organized Change Consultancy, and the developer of the Organized Change Survey System, writes with more than twenty years of experience with a wide variety of organizations including manufacturing, electronics, NGO, petrochemical, biotechnology, government, banking, venture capital and financial service sectors. He works internationally with clients in North America, South America, Europe and the Middle East.  David is the author of more than twenty five practical articles on strategic planning and organizational change, Dr. Chaudron has assisted organizations in planning their strategies, changing their organizations, surveying their employees, building their teams, and improving the leadership styles of their executives.

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Visit the Authors Web Site

 http://www.organizedchange.com

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