Overcoming Personal Biases: A key for Effective Performance Appraisal

Performance appraisal is a very challenging task for a manger that needs expertise along with commitment to fulfill the process in a fair and transparent manner. There are some standards, which are very essential for motivation of the staff and organizational growth. Performance appraisal does not o...
Ausführliche Beschreibung

Gespeichert in:

Autor*in:	Nawroz Bibi Zeenat Shah [verfasserIn] Sobia Idrees [verfasserIn] Misbah Zafar [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2015

Schlagwörter:	performance appraisal maslow’s theory appraisal challenges personal bias appraisal strategies/methods

Übergeordnetes Werk:	In: International Journal of Endorsing Health Science Research - Advance Educational Institute & Research Centre, 2020, 3(2015), 4, Seite 17-20
Übergeordnetes Werk:	volume:3 ; year:2015 ; number:4 ; pages:17-20

Links:	Link aufrufen Link aufrufen Link aufrufen Journal toc Journal toc

Katalog-ID:	DOAJ049844350

Internformat


LEADER	01000caa a22002652 4500
001	DOAJ049844350
003	DE-627
005	20230308145453.0
007	cr uuu---uuuuu
008	230227s2015 xx \|\|\|\|\|o 00\| \|\|eng c
035			\|a (DE-627)DOAJ049844350
035			\|a (DE-599)DOAJ513d5d3b29cc401489830875073b83b5
040			\|a DE-627 \|b ger \|c DE-627 \|e rakwb
041			\|a eng
100	0		\|a Nawroz Bibi Zeenat Shah \|e verfasserin \|4 aut
245	1	0	\|a Overcoming Personal Biases: A key for Effective Performance Appraisal
264		1	\|c 2015
336			\|a Text \|b txt \|2 rdacontent
337			\|a Computermedien \|b c \|2 rdamedia
338			\|a Online-Ressource \|b cr \|2 rdacarrier
520			\|a Performance appraisal is a very challenging task for a manger that needs expertise along with commitment to fulfill the process in a fair and transparent manner. There are some standards, which are very essential for motivation of the staff and organizational growth. Performance appraisal does not only mean evaluating the performance of a staff but it provides a platform to overcome the deficiencies and set plan for the staff with mutual understanding. The most neglected part of performance appraisal process is setting SMART goals for the staff by a manager with mutual understanding. Many factors hinder the process of appraisal that include; organizational culture, predetermined budgetary constraints, capability of manger/supervisor and lack of training opportunities by human resource department. These factors may lead to dissatisfaction among staff and in the long run develops a mindset with negative image for the entire process. Maslow’s needs theory should be kept in mind to evaluate the performance of a staff as all human have common needs but with different desires to satisfy their hierarchy of needs.
650		4	\|a performance appraisal
650		4	\|a maslow’s theory
650		4	\|a appraisal challenges
650		4	\|a personal bias
650		4	\|a appraisal strategies/methods
653		0	\|a Medicine
653		0	\|a R
700	0		\|a Sobia Idrees \|e verfasserin \|4 aut
700	0		\|a Misbah Zafar \|e verfasserin \|4 aut
773	0	8	\|i In \|t International Journal of Endorsing Health Science Research \|d Advance Educational Institute & Research Centre, 2020 \|g 3(2015), 4, Seite 17-20 \|w (DE-627)1737949660 \|x 23103841 \|7 nnns
773	1	8	\|g volume:3 \|g year:2015 \|g number:4 \|g pages:17-20
856	4	0	\|u https://doi.org/10.29052/IJEHSR.v3.i4.2015.17-20 \|z kostenfrei
856	4	0	\|u https://doaj.org/article/513d5d3b29cc401489830875073b83b5 \|z kostenfrei
856	4	0	\|u http://aeirc-edu.com/ojs14/index.php/IJEHSR/article/view/110/365 \|z kostenfrei
856	4	2	\|u https://doaj.org/toc/2307-3748 \|y Journal toc \|z kostenfrei
856	4	2	\|u https://doaj.org/toc/2310-3841 \|y Journal toc \|z kostenfrei
912			\|a GBV_USEFLAG_A
912			\|a SYSFLAG_A
912			\|a GBV_DOAJ
912			\|a GBV_ILN_20
912			\|a GBV_ILN_22
912			\|a GBV_ILN_23
912			\|a GBV_ILN_24
912			\|a GBV_ILN_31
912			\|a GBV_ILN_39
912			\|a GBV_ILN_40
912			\|a GBV_ILN_60
912			\|a GBV_ILN_62
912			\|a GBV_ILN_63
912			\|a GBV_ILN_65
912			\|a GBV_ILN_69
912			\|a GBV_ILN_73
912			\|a GBV_ILN_74
912			\|a GBV_ILN_95
912			\|a GBV_ILN_105
912			\|a GBV_ILN_110
912			\|a GBV_ILN_151
912			\|a GBV_ILN_161
912			\|a GBV_ILN_170
912			\|a GBV_ILN_206
912			\|a GBV_ILN_213
912			\|a GBV_ILN_230
912			\|a GBV_ILN_285
912			\|a GBV_ILN_293
912			\|a GBV_ILN_602
912			\|a GBV_ILN_2014
912			\|a GBV_ILN_4012
912			\|a GBV_ILN_4037
912			\|a GBV_ILN_4112
912			\|a GBV_ILN_4125
912			\|a GBV_ILN_4126
912			\|a GBV_ILN_4249
912			\|a GBV_ILN_4305
912			\|a GBV_ILN_4306
912			\|a GBV_ILN_4307
912			\|a GBV_ILN_4313
912			\|a GBV_ILN_4322
912			\|a GBV_ILN_4323
912			\|a GBV_ILN_4324
912			\|a GBV_ILN_4325
912			\|a GBV_ILN_4338
912			\|a GBV_ILN_4367
912			\|a GBV_ILN_4700
951			\|a AR
952			\|d 3 \|j 2015 \|e 4 \|h 17-20

Indexfelder

author_variant	n b z s nbzs s i si m z mz
matchkey_str	article:23103841:2015----::vroigesnlisskyoefcieef
hierarchy_sort_str	2015
publishDate	2015
allfields	(DE-627)DOAJ049844350 (DE-599)DOAJ513d5d3b29cc401489830875073b83b5 DE-627 ger DE-627 rakwb eng Nawroz Bibi Zeenat Shah verfasserin aut Overcoming Personal Biases: A key for Effective Performance Appraisal 2015 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Performance appraisal is a very challenging task for a manger that needs expertise along with commitment to fulfill the process in a fair and transparent manner. There are some standards, which are very essential for motivation of the staff and organizational growth. Performance appraisal does not only mean evaluating the performance of a staff but it provides a platform to overcome the deficiencies and set plan for the staff with mutual understanding. The most neglected part of performance appraisal process is setting SMART goals for the staff by a manager with mutual understanding. Many factors hinder the process of appraisal that include; organizational culture, predetermined budgetary constraints, capability of manger/supervisor and lack of training opportunities by human resource department. These factors may lead to dissatisfaction among staff and in the long run develops a mindset with negative image for the entire process. Maslow’s needs theory should be kept in mind to evaluate the performance of a staff as all human have common needs but with different desires to satisfy their hierarchy of needs. performance appraisal maslow’s theory appraisal challenges personal bias appraisal strategies/methods Medicine R Sobia Idrees verfasserin aut Misbah Zafar verfasserin aut In International Journal of Endorsing Health Science Research Advance Educational Institute & Research Centre, 2020 3(2015), 4, Seite 17-20 (DE-627)1737949660 23103841 nnns volume:3 year:2015 number:4 pages:17-20 https://doi.org/10.29052/IJEHSR.v3.i4.2015.17-20 kostenfrei https://doaj.org/article/513d5d3b29cc401489830875073b83b5 kostenfrei http://aeirc-edu.com/ojs14/index.php/IJEHSR/article/view/110/365 kostenfrei https://doaj.org/toc/2307-3748 Journal toc kostenfrei https://doaj.org/toc/2310-3841 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 3 2015 4 17-20
spelling	(DE-627)DOAJ049844350 (DE-599)DOAJ513d5d3b29cc401489830875073b83b5 DE-627 ger DE-627 rakwb eng Nawroz Bibi Zeenat Shah verfasserin aut Overcoming Personal Biases: A key for Effective Performance Appraisal 2015 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Performance appraisal is a very challenging task for a manger that needs expertise along with commitment to fulfill the process in a fair and transparent manner. There are some standards, which are very essential for motivation of the staff and organizational growth. Performance appraisal does not only mean evaluating the performance of a staff but it provides a platform to overcome the deficiencies and set plan for the staff with mutual understanding. The most neglected part of performance appraisal process is setting SMART goals for the staff by a manager with mutual understanding. Many factors hinder the process of appraisal that include; organizational culture, predetermined budgetary constraints, capability of manger/supervisor and lack of training opportunities by human resource department. These factors may lead to dissatisfaction among staff and in the long run develops a mindset with negative image for the entire process. Maslow’s needs theory should be kept in mind to evaluate the performance of a staff as all human have common needs but with different desires to satisfy their hierarchy of needs. performance appraisal maslow’s theory appraisal challenges personal bias appraisal strategies/methods Medicine R Sobia Idrees verfasserin aut Misbah Zafar verfasserin aut In International Journal of Endorsing Health Science Research Advance Educational Institute & Research Centre, 2020 3(2015), 4, Seite 17-20 (DE-627)1737949660 23103841 nnns volume:3 year:2015 number:4 pages:17-20 https://doi.org/10.29052/IJEHSR.v3.i4.2015.17-20 kostenfrei https://doaj.org/article/513d5d3b29cc401489830875073b83b5 kostenfrei http://aeirc-edu.com/ojs14/index.php/IJEHSR/article/view/110/365 kostenfrei https://doaj.org/toc/2307-3748 Journal toc kostenfrei https://doaj.org/toc/2310-3841 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 3 2015 4 17-20
allfields_unstemmed	(DE-627)DOAJ049844350 (DE-599)DOAJ513d5d3b29cc401489830875073b83b5 DE-627 ger DE-627 rakwb eng Nawroz Bibi Zeenat Shah verfasserin aut Overcoming Personal Biases: A key for Effective Performance Appraisal 2015 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Performance appraisal is a very challenging task for a manger that needs expertise along with commitment to fulfill the process in a fair and transparent manner. There are some standards, which are very essential for motivation of the staff and organizational growth. Performance appraisal does not only mean evaluating the performance of a staff but it provides a platform to overcome the deficiencies and set plan for the staff with mutual understanding. The most neglected part of performance appraisal process is setting SMART goals for the staff by a manager with mutual understanding. Many factors hinder the process of appraisal that include; organizational culture, predetermined budgetary constraints, capability of manger/supervisor and lack of training opportunities by human resource department. These factors may lead to dissatisfaction among staff and in the long run develops a mindset with negative image for the entire process. Maslow’s needs theory should be kept in mind to evaluate the performance of a staff as all human have common needs but with different desires to satisfy their hierarchy of needs. performance appraisal maslow’s theory appraisal challenges personal bias appraisal strategies/methods Medicine R Sobia Idrees verfasserin aut Misbah Zafar verfasserin aut In International Journal of Endorsing Health Science Research Advance Educational Institute & Research Centre, 2020 3(2015), 4, Seite 17-20 (DE-627)1737949660 23103841 nnns volume:3 year:2015 number:4 pages:17-20 https://doi.org/10.29052/IJEHSR.v3.i4.2015.17-20 kostenfrei https://doaj.org/article/513d5d3b29cc401489830875073b83b5 kostenfrei http://aeirc-edu.com/ojs14/index.php/IJEHSR/article/view/110/365 kostenfrei https://doaj.org/toc/2307-3748 Journal toc kostenfrei https://doaj.org/toc/2310-3841 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 3 2015 4 17-20
allfieldsGer	(DE-627)DOAJ049844350 (DE-599)DOAJ513d5d3b29cc401489830875073b83b5 DE-627 ger DE-627 rakwb eng Nawroz Bibi Zeenat Shah verfasserin aut Overcoming Personal Biases: A key for Effective Performance Appraisal 2015 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Performance appraisal is a very challenging task for a manger that needs expertise along with commitment to fulfill the process in a fair and transparent manner. There are some standards, which are very essential for motivation of the staff and organizational growth. Performance appraisal does not only mean evaluating the performance of a staff but it provides a platform to overcome the deficiencies and set plan for the staff with mutual understanding. The most neglected part of performance appraisal process is setting SMART goals for the staff by a manager with mutual understanding. Many factors hinder the process of appraisal that include; organizational culture, predetermined budgetary constraints, capability of manger/supervisor and lack of training opportunities by human resource department. These factors may lead to dissatisfaction among staff and in the long run develops a mindset with negative image for the entire process. Maslow’s needs theory should be kept in mind to evaluate the performance of a staff as all human have common needs but with different desires to satisfy their hierarchy of needs. performance appraisal maslow’s theory appraisal challenges personal bias appraisal strategies/methods Medicine R Sobia Idrees verfasserin aut Misbah Zafar verfasserin aut In International Journal of Endorsing Health Science Research Advance Educational Institute & Research Centre, 2020 3(2015), 4, Seite 17-20 (DE-627)1737949660 23103841 nnns volume:3 year:2015 number:4 pages:17-20 https://doi.org/10.29052/IJEHSR.v3.i4.2015.17-20 kostenfrei https://doaj.org/article/513d5d3b29cc401489830875073b83b5 kostenfrei http://aeirc-edu.com/ojs14/index.php/IJEHSR/article/view/110/365 kostenfrei https://doaj.org/toc/2307-3748 Journal toc kostenfrei https://doaj.org/toc/2310-3841 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 3 2015 4 17-20
allfieldsSound	(DE-627)DOAJ049844350 (DE-599)DOAJ513d5d3b29cc401489830875073b83b5 DE-627 ger DE-627 rakwb eng Nawroz Bibi Zeenat Shah verfasserin aut Overcoming Personal Biases: A key for Effective Performance Appraisal 2015 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Performance appraisal is a very challenging task for a manger that needs expertise along with commitment to fulfill the process in a fair and transparent manner. There are some standards, which are very essential for motivation of the staff and organizational growth. Performance appraisal does not only mean evaluating the performance of a staff but it provides a platform to overcome the deficiencies and set plan for the staff with mutual understanding. The most neglected part of performance appraisal process is setting SMART goals for the staff by a manager with mutual understanding. Many factors hinder the process of appraisal that include; organizational culture, predetermined budgetary constraints, capability of manger/supervisor and lack of training opportunities by human resource department. These factors may lead to dissatisfaction among staff and in the long run develops a mindset with negative image for the entire process. Maslow’s needs theory should be kept in mind to evaluate the performance of a staff as all human have common needs but with different desires to satisfy their hierarchy of needs. performance appraisal maslow’s theory appraisal challenges personal bias appraisal strategies/methods Medicine R Sobia Idrees verfasserin aut Misbah Zafar verfasserin aut In International Journal of Endorsing Health Science Research Advance Educational Institute & Research Centre, 2020 3(2015), 4, Seite 17-20 (DE-627)1737949660 23103841 nnns volume:3 year:2015 number:4 pages:17-20 https://doi.org/10.29052/IJEHSR.v3.i4.2015.17-20 kostenfrei https://doaj.org/article/513d5d3b29cc401489830875073b83b5 kostenfrei http://aeirc-edu.com/ojs14/index.php/IJEHSR/article/view/110/365 kostenfrei https://doaj.org/toc/2307-3748 Journal toc kostenfrei https://doaj.org/toc/2310-3841 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 3 2015 4 17-20
language	English
source	In International Journal of Endorsing Health Science Research 3(2015), 4, Seite 17-20 volume:3 year:2015 number:4 pages:17-20
sourceStr	In International Journal of Endorsing Health Science Research 3(2015), 4, Seite 17-20 volume:3 year:2015 number:4 pages:17-20
format_phy_str_mv	Article
institution	findex.gbv.de
topic_facet	performance appraisal maslow’s theory appraisal challenges personal bias appraisal strategies/methods Medicine R
isfreeaccess_bool	true
container_title	International Journal of Endorsing Health Science Research
authorswithroles_txt_mv	Nawroz Bibi Zeenat Shah @@aut@@ Sobia Idrees @@aut@@ Misbah Zafar @@aut@@
publishDateDaySort_date	2015-01-01T00:00:00Z
hierarchy_top_id	1737949660
id	DOAJ049844350
language_de	englisch
fullrecord	<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">DOAJ049844350</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20230308145453.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">230227s2015 xx \|\|\|\|\|o 00\| \|\|eng c</controlfield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)DOAJ049844350</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)DOAJ513d5d3b29cc401489830875073b83b5</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="100" ind1="0" ind2=" "><subfield code="a">Nawroz Bibi Zeenat Shah</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Overcoming Personal Biases: A key for Effective Performance Appraisal</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2015</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Performance appraisal is a very challenging task for a manger that needs expertise along with commitment to fulfill the process in a fair and transparent manner. There are some standards, which are very essential for motivation of the staff and organizational growth. Performance appraisal does not only mean evaluating the performance of a staff but it provides a platform to overcome the deficiencies and set plan for the staff with mutual understanding. The most neglected part of performance appraisal process is setting SMART goals for the staff by a manager with mutual understanding. Many factors hinder the process of appraisal that include; organizational culture, predetermined budgetary constraints, capability of manger/supervisor and lack of training opportunities by human resource department. These factors may lead to dissatisfaction among staff and in the long run develops a mindset with negative image for the entire process. Maslow’s needs theory should be kept in mind to evaluate the performance of a staff as all human have common needs but with different desires to satisfy their hierarchy of needs.</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">performance appraisal</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">maslow’s theory</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">appraisal challenges</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">personal bias</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">appraisal strategies/methods</subfield></datafield><datafield tag="653" ind1=" " ind2="0"><subfield code="a">Medicine</subfield></datafield><datafield tag="653" ind1=" " ind2="0"><subfield code="a">R</subfield></datafield><datafield tag="700" ind1="0" ind2=" "><subfield code="a">Sobia Idrees</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="700" ind1="0" ind2=" "><subfield code="a">Misbah Zafar</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">In</subfield><subfield code="t">International Journal of Endorsing Health Science Research</subfield><subfield code="d">Advance Educational Institute & Research Centre, 2020</subfield><subfield code="g">3(2015), 4, Seite 17-20</subfield><subfield code="w">(DE-627)1737949660</subfield><subfield code="x">23103841</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:3</subfield><subfield code="g">year:2015</subfield><subfield code="g">number:4</subfield><subfield code="g">pages:17-20</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://doi.org/10.29052/IJEHSR.v3.i4.2015.17-20</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://doaj.org/article/513d5d3b29cc401489830875073b83b5</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">http://aeirc-edu.com/ojs14/index.php/IJEHSR/article/view/110/365</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="u">https://doaj.org/toc/2307-3748</subfield><subfield code="y">Journal toc</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="u">https://doaj.org/toc/2310-3841</subfield><subfield code="y">Journal toc</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_A</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">SYSFLAG_A</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_DOAJ</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_20</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_22</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_23</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_24</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_31</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_39</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_40</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_60</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_62</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_63</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_65</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_69</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_73</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_74</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_95</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_105</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_110</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_151</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_161</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_170</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_206</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_213</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_230</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_285</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_293</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_602</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2014</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4012</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4037</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4112</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4125</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4126</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4249</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4305</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4306</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4307</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4313</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4322</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4323</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4324</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4325</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4338</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4367</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4700</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">3</subfield><subfield code="j">2015</subfield><subfield code="e">4</subfield><subfield code="h">17-20</subfield></datafield></record></collection>
author	Nawroz Bibi Zeenat Shah
spellingShingle	Nawroz Bibi Zeenat Shah misc performance appraisal misc maslow’s theory misc appraisal challenges misc personal bias misc appraisal strategies/methods misc Medicine misc R Overcoming Personal Biases: A key for Effective Performance Appraisal
authorStr	Nawroz Bibi Zeenat Shah
ppnlink_with_tag_str_mv	@@773@@(DE-627)1737949660
format	electronic Article
delete_txt_mv	keep
author_role	aut aut aut
collection	DOAJ
remote_str	true
illustrated	Not Illustrated
issn	23103841
topic_title	Overcoming Personal Biases: A key for Effective Performance Appraisal performance appraisal maslow’s theory appraisal challenges personal bias appraisal strategies/methods
topic	misc performance appraisal misc maslow’s theory misc appraisal challenges misc personal bias misc appraisal strategies/methods misc Medicine misc R
topic_unstemmed	misc performance appraisal misc maslow’s theory misc appraisal challenges misc personal bias misc appraisal strategies/methods misc Medicine misc R
topic_browse	misc performance appraisal misc maslow’s theory misc appraisal challenges misc personal bias misc appraisal strategies/methods misc Medicine misc R
format_facet	Elektronische Aufsätze Aufsätze Elektronische Ressource
format_main_str_mv	Text Zeitschrift/Artikel
carriertype_str_mv	cr
hierarchy_parent_title	International Journal of Endorsing Health Science Research
hierarchy_parent_id	1737949660
hierarchy_top_title	International Journal of Endorsing Health Science Research
isfreeaccess_txt	true
familylinks_str_mv	(DE-627)1737949660
title	Overcoming Personal Biases: A key for Effective Performance Appraisal
ctrlnum	(DE-627)DOAJ049844350 (DE-599)DOAJ513d5d3b29cc401489830875073b83b5
title_full	Overcoming Personal Biases: A key for Effective Performance Appraisal
author_sort	Nawroz Bibi Zeenat Shah
journal	International Journal of Endorsing Health Science Research
journalStr	International Journal of Endorsing Health Science Research
lang_code	eng
isOA_bool	true
recordtype	marc
publishDateSort	2015
contenttype_str_mv	txt
container_start_page	17
author_browse	Nawroz Bibi Zeenat Shah Sobia Idrees Misbah Zafar
container_volume	3
format_se	Elektronische Aufsätze
author-letter	Nawroz Bibi Zeenat Shah
author2-role	verfasserin
title_sort	overcoming personal biases: a key for effective performance appraisal
title_auth	Overcoming Personal Biases: A key for Effective Performance Appraisal
abstract	Performance appraisal is a very challenging task for a manger that needs expertise along with commitment to fulfill the process in a fair and transparent manner. There are some standards, which are very essential for motivation of the staff and organizational growth. Performance appraisal does not only mean evaluating the performance of a staff but it provides a platform to overcome the deficiencies and set plan for the staff with mutual understanding. The most neglected part of performance appraisal process is setting SMART goals for the staff by a manager with mutual understanding. Many factors hinder the process of appraisal that include; organizational culture, predetermined budgetary constraints, capability of manger/supervisor and lack of training opportunities by human resource department. These factors may lead to dissatisfaction among staff and in the long run develops a mindset with negative image for the entire process. Maslow’s needs theory should be kept in mind to evaluate the performance of a staff as all human have common needs but with different desires to satisfy their hierarchy of needs.
abstractGer	Performance appraisal is a very challenging task for a manger that needs expertise along with commitment to fulfill the process in a fair and transparent manner. There are some standards, which are very essential for motivation of the staff and organizational growth. Performance appraisal does not only mean evaluating the performance of a staff but it provides a platform to overcome the deficiencies and set plan for the staff with mutual understanding. The most neglected part of performance appraisal process is setting SMART goals for the staff by a manager with mutual understanding. Many factors hinder the process of appraisal that include; organizational culture, predetermined budgetary constraints, capability of manger/supervisor and lack of training opportunities by human resource department. These factors may lead to dissatisfaction among staff and in the long run develops a mindset with negative image for the entire process. Maslow’s needs theory should be kept in mind to evaluate the performance of a staff as all human have common needs but with different desires to satisfy their hierarchy of needs.
abstract_unstemmed	Performance appraisal is a very challenging task for a manger that needs expertise along with commitment to fulfill the process in a fair and transparent manner. There are some standards, which are very essential for motivation of the staff and organizational growth. Performance appraisal does not only mean evaluating the performance of a staff but it provides a platform to overcome the deficiencies and set plan for the staff with mutual understanding. The most neglected part of performance appraisal process is setting SMART goals for the staff by a manager with mutual understanding. Many factors hinder the process of appraisal that include; organizational culture, predetermined budgetary constraints, capability of manger/supervisor and lack of training opportunities by human resource department. These factors may lead to dissatisfaction among staff and in the long run develops a mindset with negative image for the entire process. Maslow’s needs theory should be kept in mind to evaluate the performance of a staff as all human have common needs but with different desires to satisfy their hierarchy of needs.
collection_details	GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700
container_issue	4
title_short	Overcoming Personal Biases: A key for Effective Performance Appraisal
url	https://doi.org/10.29052/IJEHSR.v3.i4.2015.17-20 https://doaj.org/article/513d5d3b29cc401489830875073b83b5 http://aeirc-edu.com/ojs14/index.php/IJEHSR/article/view/110/365 https://doaj.org/toc/2307-3748 https://doaj.org/toc/2310-3841
remote_bool	true
author2	Sobia Idrees Misbah Zafar
author2Str	Sobia Idrees Misbah Zafar
ppnlink	1737949660
mediatype_str_mv	c
isOA_txt	true
hochschulschrift_bool	false
up_date	2024-07-04T01:02:33.859Z
_version_	1803608343299751936
fullrecord_marcxml	<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">DOAJ049844350</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20230308145453.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">230227s2015 xx \|\|\|\|\|o 00\| \|\|eng c</controlfield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)DOAJ049844350</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)DOAJ513d5d3b29cc401489830875073b83b5</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="100" ind1="0" ind2=" "><subfield code="a">Nawroz Bibi Zeenat Shah</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Overcoming Personal Biases: A key for Effective Performance Appraisal</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2015</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Performance appraisal is a very challenging task for a manger that needs expertise along with commitment to fulfill the process in a fair and transparent manner. There are some standards, which are very essential for motivation of the staff and organizational growth. Performance appraisal does not only mean evaluating the performance of a staff but it provides a platform to overcome the deficiencies and set plan for the staff with mutual understanding. The most neglected part of performance appraisal process is setting SMART goals for the staff by a manager with mutual understanding. Many factors hinder the process of appraisal that include; organizational culture, predetermined budgetary constraints, capability of manger/supervisor and lack of training opportunities by human resource department. These factors may lead to dissatisfaction among staff and in the long run develops a mindset with negative image for the entire process. Maslow’s needs theory should be kept in mind to evaluate the performance of a staff as all human have common needs but with different desires to satisfy their hierarchy of needs.</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">performance appraisal</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">maslow’s theory</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">appraisal challenges</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">personal bias</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">appraisal strategies/methods</subfield></datafield><datafield tag="653" ind1=" " ind2="0"><subfield code="a">Medicine</subfield></datafield><datafield tag="653" ind1=" " ind2="0"><subfield code="a">R</subfield></datafield><datafield tag="700" ind1="0" ind2=" "><subfield code="a">Sobia Idrees</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="700" ind1="0" ind2=" "><subfield code="a">Misbah Zafar</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">In</subfield><subfield code="t">International Journal of Endorsing Health Science Research</subfield><subfield code="d">Advance Educational Institute & Research Centre, 2020</subfield><subfield code="g">3(2015), 4, Seite 17-20</subfield><subfield code="w">(DE-627)1737949660</subfield><subfield code="x">23103841</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:3</subfield><subfield code="g">year:2015</subfield><subfield code="g">number:4</subfield><subfield code="g">pages:17-20</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://doi.org/10.29052/IJEHSR.v3.i4.2015.17-20</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://doaj.org/article/513d5d3b29cc401489830875073b83b5</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">http://aeirc-edu.com/ojs14/index.php/IJEHSR/article/view/110/365</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="u">https://doaj.org/toc/2307-3748</subfield><subfield code="y">Journal toc</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="u">https://doaj.org/toc/2310-3841</subfield><subfield code="y">Journal toc</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_A</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">SYSFLAG_A</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_DOAJ</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_20</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_22</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_23</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_24</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_31</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_39</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_40</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_60</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_62</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_63</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_65</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_69</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_73</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_74</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_95</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_105</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_110</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_151</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_161</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_170</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_206</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_213</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_230</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_285</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_293</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_602</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2014</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4012</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4037</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4112</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4125</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4126</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4249</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4305</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4306</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4307</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4313</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4322</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4323</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4324</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4325</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4338</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4367</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4700</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">3</subfield><subfield code="j">2015</subfield><subfield code="e">4</subfield><subfield code="h">17-20</subfield></datafield></record></collection>
score	7.400301

Nicht das Richtige dabei?

Schreiben Sie uns!

Overcoming Personal Biases: A key for Effective Performance Appraisal

Nicht das Richtige dabei?

Zugang & Verfügbarkeit

Vorhandene Bände

Nicht das Richtige dabei?