This document discusses using performance strategies to evaluate employer performance. It proposes measuring how factors like age, gender, education and experience impact performance using questionnaires. The study examined 30 employers at ICCI in Iraq. Performance strategies can help set goals, provide feedback, identify strengths/weaknesses, reward good performance and deal with underperformance. Regular evaluations are recommended to spot issues early and ensure fair treatment of employees.
The document outlines the key aspects of a performance management system (PMS), including theoretical frameworks, dimensions of performance, appraisal methods, and performance management principles. It discusses traditional appraisal methods like ranking and grading. Modern methods covered include management by objectives, 360-degree feedback, and assessment centers. Performance management involves setting goals, providing feedback, formal reviews, and rewards to improve role clarity, accountability, and effectiveness. Goal-setting, control, and social cognitive theories are examined in relation to their application in performance management.
Effectiveness of performance management systemiaemedu
1) The document discusses the effectiveness of performance management systems and analyzes employee perceptions of an organization's PMS through surveys.
2) It finds that providing training and development to employees can improve performance and that employees are generally satisfied with the current PMS, though some modifications could enhance its effectiveness.
3) Statistical analysis of survey results show relationships between training impacts and PMS satisfaction as well as a correlation between the existing PMS and organizational climate.
The document discusses performance management. It defines performance management as specifying job aspects through analysis and measuring them via appraisal to provide feedback. It identifies purposes as strategic, administrative, and developmental. It discusses criteria for effective systems, approaches like comparative and attribute, and reducing rater errors through training. Managers should diagnose causes of poor performance and develop legally sound systems.
The document provides an overview of performance management. It begins with definitions of performance management and discusses its strategic and integrated nature. It then covers concerns of performance management such as outputs, outcomes, processes, inputs and planning. The document also provides a brief history of performance management practices over time, from early systems in ancient China and Europe to more modern approaches like management by objectives and critical incident technique. It discusses key elements and criticisms of different performance management approaches.
Performance Management & Reward Systems: Performance linked remuneration system, Types of Rewards, Designing Reward System, Total Reward Strategies, Characteristics of an Effective Performance Reward Plan. Performance Analysis, Performance Review Discussion, Using Performance Management Systems Data for HR Decisions, Performance Improvements and Performance Management Skills.
This document outlines a positive performance management model with 4 stages: 1) setting performance boundaries, 2) one-on-one touchpoint meetings, 3) quarterly reviews and improvements, and 4) evaluation and rewards. Stage 1 involves goal-setting, metrics, and development planning. Stage 2 focuses on weekly 1:1 meetings and mid-year employee appreciation. Stage 3 reviews work performance and facilitates process improvements. Technology can support implementation. The model aims to build a high-performance culture through engagement, coaching, and acknowledgment.
This document outlines different aspects of performance appraisal systems including definitions, importance, processes, methods, barriers, and limitations. It discusses the purposes of performance appraisal including development, feedback, administrative decisions around salary, promotion, retention and termination. Common methods described are ranking, paired comparison, forced distribution, graphic rating scales, MBO, BARS, assessment centers, and 360-degree/multi-rater feedback. Barriers mentioned include personal bias, lack of uniform standards, and stress on the individual rather than performance.
The document outlines the key aspects of a performance management system (PMS), including theoretical frameworks, dimensions of performance, appraisal methods, and performance management principles. It discusses traditional appraisal methods like ranking and grading. Modern methods covered include management by objectives, 360-degree feedback, and assessment centers. Performance management involves setting goals, providing feedback, formal reviews, and rewards to improve role clarity, accountability, and effectiveness. Goal-setting, control, and social cognitive theories are examined in relation to their application in performance management.
Effectiveness of performance management systemiaemedu
1) The document discusses the effectiveness of performance management systems and analyzes employee perceptions of an organization's PMS through surveys.
2) It finds that providing training and development to employees can improve performance and that employees are generally satisfied with the current PMS, though some modifications could enhance its effectiveness.
3) Statistical analysis of survey results show relationships between training impacts and PMS satisfaction as well as a correlation between the existing PMS and organizational climate.
The document discusses performance management. It defines performance management as specifying job aspects through analysis and measuring them via appraisal to provide feedback. It identifies purposes as strategic, administrative, and developmental. It discusses criteria for effective systems, approaches like comparative and attribute, and reducing rater errors through training. Managers should diagnose causes of poor performance and develop legally sound systems.
The document provides an overview of performance management. It begins with definitions of performance management and discusses its strategic and integrated nature. It then covers concerns of performance management such as outputs, outcomes, processes, inputs and planning. The document also provides a brief history of performance management practices over time, from early systems in ancient China and Europe to more modern approaches like management by objectives and critical incident technique. It discusses key elements and criticisms of different performance management approaches.
Performance Management & Reward Systems: Performance linked remuneration system, Types of Rewards, Designing Reward System, Total Reward Strategies, Characteristics of an Effective Performance Reward Plan. Performance Analysis, Performance Review Discussion, Using Performance Management Systems Data for HR Decisions, Performance Improvements and Performance Management Skills.
This document outlines a positive performance management model with 4 stages: 1) setting performance boundaries, 2) one-on-one touchpoint meetings, 3) quarterly reviews and improvements, and 4) evaluation and rewards. Stage 1 involves goal-setting, metrics, and development planning. Stage 2 focuses on weekly 1:1 meetings and mid-year employee appreciation. Stage 3 reviews work performance and facilitates process improvements. Technology can support implementation. The model aims to build a high-performance culture through engagement, coaching, and acknowledgment.
This document outlines different aspects of performance appraisal systems including definitions, importance, processes, methods, barriers, and limitations. It discusses the purposes of performance appraisal including development, feedback, administrative decisions around salary, promotion, retention and termination. Common methods described are ranking, paired comparison, forced distribution, graphic rating scales, MBO, BARS, assessment centers, and 360-degree/multi-rater feedback. Barriers mentioned include personal bias, lack of uniform standards, and stress on the individual rather than performance.
Are your measures strategic? Are you measuring the right things to make sure your organization is strategically successful? Top-down versus bottoms up tracking.
This document discusses effective performance measurement in three key areas:
1) It defines effective performance measurement and lists some common performance predictors like practicality, reliability, relevancy, and validity.
2) It describes different types of appraisal methods including trait methods, behavioral methods, and results methods. It provides examples of tools under each type.
3) It compares the different appraisal methods based on their performance predictors and concludes with some prerequisites for effective performance measurement like strategic relevance and understanding organizational context.
This document provides an overview of decision support systems (DSS) and related concepts. It defines DSS as computer-based systems that support business or organizational decision-making through the use of data, documents, knowledge, analytical models, and tools. The document discusses different types of decisions, levels of decision making, and models of decision making. It also describes the key components of a DSS, including data management, model management, user interface, and knowledge base subsystems. Finally, it outlines different types of DSS such as data-driven, model-driven, and knowledge-driven systems.
Application of variance analysis for performance evaluation a cost benefit ap...Alexander Decker
This document discusses variance analysis as a tool for performance evaluation. It examines the costs and benefits associated with using variance analysis. The document provides an overview of performance evaluation, describing it as assessing an individual's performance against predetermined criteria and organizational objectives. It also discusses other performance measures organizations can use, including financial measures like return on investment and non-financial measures like customer satisfaction. The document recommends that managers use a balanced scorecard approach when evaluating performance as it considers both financial and non-financial factors.
This document discusses summative evaluation, which is defined as evaluating the effectiveness of instructional materials with target learners. It describes the expert judgement phase of summative evaluation, which involves evaluating aspects of candidate instruction like congruence with organizational needs. The field trial phase then determines instructional effectiveness with the target group through outcomes analysis and management analysis. Key aspects of both phases are outlined.
Performance management – Best Practice Process and Principles Charles Cotter, PhD
The document provides an overview of a 3-day training program on performance management best practices. The training covers topics such as building a balanced scorecard, managing poor performance, performance coaching principles, and case studies. It includes introductory activities, definitions of key concepts, illustrations of performance measurement frameworks, guidance on developing objectives and metrics, and learning activities to apply the content. The overall aim is to help participants understand and apply effective performance management processes.
The document discusses the strategic management process, which includes four main steps: environmental scanning, strategy formulation, strategy implementation, and strategy evaluation. Environmental scanning involves analyzing internal and external factors that influence an organization. During strategy formulation, organizations design resource acquisition plans and formulate strategies to achieve goals. Strategy implementation translates strategies into actions. Strategy evaluation regularly assesses strategies and performance to determine if corrections are needed.
Strategic decision making deals with long-term, unusual decisions that commit substantial resources across an entire organization. There are four modes of strategic decision making: entrepreneurial, adaptive, planning, and logical incrementalism. The strategic planning process involves evaluating current performance, scanning the external and internal environments, analyzing strategic factors, generating and selecting strategies, implementing strategies, and providing feedback. A strategic audit systematically examines and evaluates strategic management processes and measures corporate performance against strategic goals to identify deficiencies.
This document outlines several methods for evaluating the effectiveness of training programs, including observing trainee performance before and after training, administering pre- and post-training tests to compare results, using control and experimental groups to test the impact of training, surveying trainees about learning and performance, and analyzing the costs and results of training to assess return on investment.
The balanced scorecard is a performance management tool that translates an organization's strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It aims to address limitations of solely using financial measures to evaluate performance. Objectives and initiatives are cascaded down from corporate to business unit to team levels. Executive compensation is tied to achieving a balanced mix of measures weighted across the four perspectives.
This document discusses strategy implementation and control. It covers the relationship between strategy formulation and implementation, issues in strategy implementation, the role of organization structure, and leadership. Some key points:
1) Strategy implementation involves putting the chosen strategic plan into action through proper resource allocation, organizational structure, operating plans, and review processes.
2) Strategy formulation and implementation are interrelated but distinct phases - sound implementation is needed to ensure a strategy's success.
3) Issues in implementation include project execution, procedures, resource allocation, structure, functions, and changing behaviors. The appropriate organizational structure depends on factors like the strategy and firm size.
Performance management is a strategic and integrated approach to improving employee performance and developing capabilities. It aims to manage people in a way that drives innovation, goals, productivity and satisfaction for both employees and the organization. An effective performance management system aligns individual performance goals with organizational goals. It also balances intrinsic needs like growth and learning with extrinsic needs like rewards. Building trust, encouraging change and using appropriate measures are key principles for effective performance management.
This document outlines the key aspects of a performance management system, including:
1. The meaning, scope, and objectives of performance management, which aims to enhance employee performance and provide feedback.
2. A four-phase performance management cycle of setting expectations, maintaining dialogue, evaluation, and addressing poor performance.
3. Prerequisites for an effective performance management system including clear policies and procedures.
4. Factors to consider when seeking to improve employee performance through targets and other drivers.
Slides cover UNIT- 5 Controlling of the principles of Management.
Controlling methods, feedback, feedforward, Real time control are dealt. Various types of controlling,Types of Budget, Budget as control device, Gantt chart, Mile stone chart, PERT chart also covered.
Performance management in public sector of pakistanRahat ul Aain
The document discusses performance monitoring and evaluation in the public sector. It provides definitions of key terms like performance, indicators, and appraisal. It explains that performance should be measured using a combination of inputs, outputs, outcomes and process indicators. Effective performance management requires continuous monitoring and feedback. Performance appraisal systems aim to improve individual contribution and meet goals but must be specific, observable and avoid bias. Both self and peer evaluations can provide feedback. Poor performance needs early intervention through counseling and improvement plans. Rewarding good performance helps motivation. Regular evaluation ensures systems themselves are assessed for improvements.
Performance appraisals are used to evaluate employee performance and link to other HR functions. There are various methods of appraisal like critical incident reports, rating scales, and management by objectives. Appraisals are used to identify training needs, determine compensation, make promotion and dismissal decisions, and ensure recruitment and selection processes are effective. They enhance communication between managers and employees and support employee development.
HRM UNIT-V- BBA-III SEM-OSMANIA UNIVERSITY, Rewarding Human Resources, Performance Appraisal – Methods and needs for Performance Appraisal – Organization Climate and its impact on HRM. Components of Organization Culture. Quality of Work Life – Determinants of quality of work life. Impact of QWL on Organization Climate and Culture.
Performance Management and Feedback - SHRMDrishti Bhalla
The document discusses performance management and feedback. It explains that performance management involves planning, monitoring, and reviewing employee work and contributions. A key purpose of performance management is to facilitate employee development, determine compensation and rewards, enhance motivation, ensure legal compliance, and assist with human resource planning. Performance can be evaluated by supervisors, peers, subordinates, and customers. Evaluations may consider traits, behaviors, outcomes or competencies. Common evaluation methods include rating scales, checklists, and objective setting. Challenges to effective performance management include complex processes, lack of manager control or involvement, and disconnects between evaluations and rewards. Strategies for improvement involve simplifying processes and holding managers accountable.
This document discusses strategic reward management and compensation strategies. It covers:
- The aims of strategic reward to align practices with business goals and employee values.
- Guiding principles for strategic reward including fairness, equity, consistency, and transparency.
- Overall reward management principles such as aligning strategies with business objectives and valuing employee competence and contribution.
- Considerations for designing grade and pay structures including analysis of organization needs, stakeholder involvement, job evaluation, and cost implications.
- Principles for pay progression and job evaluation focused on fairness, consistency, and rewarding desired skills and behaviors.
Welcome to International Journal of Engineering Research and Development (IJERD)IJERD Editor
call for paper 2012, hard copy of journal, research paper publishing, where to publish research paper,
journal publishing, how to publish research paper, Call For research paper, international journal, publishing a paper, IJERD, journal of science and technology, how to get a research paper published, publishing a paper, publishing of journal, publishing of research paper, reserach and review articles, IJERD Journal, How to publish your research paper, publish research paper, open access engineering journal, Engineering journal, Mathemetics journal, Physics journal, Chemistry journal, Computer Engineering, Computer Science journal, how to submit your paper, peer reviw journal, indexed journal, reserach and review articles, engineering journal, www.ijerd.com, research journals,
yahoo journals, bing journals, International Journal of Engineering Research and Development, google journals, hard copy of journal
International Journal of Engineering Research and Development (IJERD)IJERD Editor
We would send hard copy of Journal by speed post to the address of correspondence author after online publication of paper.
We will dispatched hard copy to the author within 7 days of date of publication
Are your measures strategic? Are you measuring the right things to make sure your organization is strategically successful? Top-down versus bottoms up tracking.
This document discusses effective performance measurement in three key areas:
1) It defines effective performance measurement and lists some common performance predictors like practicality, reliability, relevancy, and validity.
2) It describes different types of appraisal methods including trait methods, behavioral methods, and results methods. It provides examples of tools under each type.
3) It compares the different appraisal methods based on their performance predictors and concludes with some prerequisites for effective performance measurement like strategic relevance and understanding organizational context.
This document provides an overview of decision support systems (DSS) and related concepts. It defines DSS as computer-based systems that support business or organizational decision-making through the use of data, documents, knowledge, analytical models, and tools. The document discusses different types of decisions, levels of decision making, and models of decision making. It also describes the key components of a DSS, including data management, model management, user interface, and knowledge base subsystems. Finally, it outlines different types of DSS such as data-driven, model-driven, and knowledge-driven systems.
Application of variance analysis for performance evaluation a cost benefit ap...Alexander Decker
This document discusses variance analysis as a tool for performance evaluation. It examines the costs and benefits associated with using variance analysis. The document provides an overview of performance evaluation, describing it as assessing an individual's performance against predetermined criteria and organizational objectives. It also discusses other performance measures organizations can use, including financial measures like return on investment and non-financial measures like customer satisfaction. The document recommends that managers use a balanced scorecard approach when evaluating performance as it considers both financial and non-financial factors.
This document discusses summative evaluation, which is defined as evaluating the effectiveness of instructional materials with target learners. It describes the expert judgement phase of summative evaluation, which involves evaluating aspects of candidate instruction like congruence with organizational needs. The field trial phase then determines instructional effectiveness with the target group through outcomes analysis and management analysis. Key aspects of both phases are outlined.
Performance management – Best Practice Process and Principles Charles Cotter, PhD
The document provides an overview of a 3-day training program on performance management best practices. The training covers topics such as building a balanced scorecard, managing poor performance, performance coaching principles, and case studies. It includes introductory activities, definitions of key concepts, illustrations of performance measurement frameworks, guidance on developing objectives and metrics, and learning activities to apply the content. The overall aim is to help participants understand and apply effective performance management processes.
The document discusses the strategic management process, which includes four main steps: environmental scanning, strategy formulation, strategy implementation, and strategy evaluation. Environmental scanning involves analyzing internal and external factors that influence an organization. During strategy formulation, organizations design resource acquisition plans and formulate strategies to achieve goals. Strategy implementation translates strategies into actions. Strategy evaluation regularly assesses strategies and performance to determine if corrections are needed.
Strategic decision making deals with long-term, unusual decisions that commit substantial resources across an entire organization. There are four modes of strategic decision making: entrepreneurial, adaptive, planning, and logical incrementalism. The strategic planning process involves evaluating current performance, scanning the external and internal environments, analyzing strategic factors, generating and selecting strategies, implementing strategies, and providing feedback. A strategic audit systematically examines and evaluates strategic management processes and measures corporate performance against strategic goals to identify deficiencies.
This document outlines several methods for evaluating the effectiveness of training programs, including observing trainee performance before and after training, administering pre- and post-training tests to compare results, using control and experimental groups to test the impact of training, surveying trainees about learning and performance, and analyzing the costs and results of training to assess return on investment.
The balanced scorecard is a performance management tool that translates an organization's strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It aims to address limitations of solely using financial measures to evaluate performance. Objectives and initiatives are cascaded down from corporate to business unit to team levels. Executive compensation is tied to achieving a balanced mix of measures weighted across the four perspectives.
This document discusses strategy implementation and control. It covers the relationship between strategy formulation and implementation, issues in strategy implementation, the role of organization structure, and leadership. Some key points:
1) Strategy implementation involves putting the chosen strategic plan into action through proper resource allocation, organizational structure, operating plans, and review processes.
2) Strategy formulation and implementation are interrelated but distinct phases - sound implementation is needed to ensure a strategy's success.
3) Issues in implementation include project execution, procedures, resource allocation, structure, functions, and changing behaviors. The appropriate organizational structure depends on factors like the strategy and firm size.
Performance management is a strategic and integrated approach to improving employee performance and developing capabilities. It aims to manage people in a way that drives innovation, goals, productivity and satisfaction for both employees and the organization. An effective performance management system aligns individual performance goals with organizational goals. It also balances intrinsic needs like growth and learning with extrinsic needs like rewards. Building trust, encouraging change and using appropriate measures are key principles for effective performance management.
This document outlines the key aspects of a performance management system, including:
1. The meaning, scope, and objectives of performance management, which aims to enhance employee performance and provide feedback.
2. A four-phase performance management cycle of setting expectations, maintaining dialogue, evaluation, and addressing poor performance.
3. Prerequisites for an effective performance management system including clear policies and procedures.
4. Factors to consider when seeking to improve employee performance through targets and other drivers.
Slides cover UNIT- 5 Controlling of the principles of Management.
Controlling methods, feedback, feedforward, Real time control are dealt. Various types of controlling,Types of Budget, Budget as control device, Gantt chart, Mile stone chart, PERT chart also covered.
Performance management in public sector of pakistanRahat ul Aain
The document discusses performance monitoring and evaluation in the public sector. It provides definitions of key terms like performance, indicators, and appraisal. It explains that performance should be measured using a combination of inputs, outputs, outcomes and process indicators. Effective performance management requires continuous monitoring and feedback. Performance appraisal systems aim to improve individual contribution and meet goals but must be specific, observable and avoid bias. Both self and peer evaluations can provide feedback. Poor performance needs early intervention through counseling and improvement plans. Rewarding good performance helps motivation. Regular evaluation ensures systems themselves are assessed for improvements.
Performance appraisals are used to evaluate employee performance and link to other HR functions. There are various methods of appraisal like critical incident reports, rating scales, and management by objectives. Appraisals are used to identify training needs, determine compensation, make promotion and dismissal decisions, and ensure recruitment and selection processes are effective. They enhance communication between managers and employees and support employee development.
HRM UNIT-V- BBA-III SEM-OSMANIA UNIVERSITY, Rewarding Human Resources, Performance Appraisal – Methods and needs for Performance Appraisal – Organization Climate and its impact on HRM. Components of Organization Culture. Quality of Work Life – Determinants of quality of work life. Impact of QWL on Organization Climate and Culture.
Performance Management and Feedback - SHRMDrishti Bhalla
The document discusses performance management and feedback. It explains that performance management involves planning, monitoring, and reviewing employee work and contributions. A key purpose of performance management is to facilitate employee development, determine compensation and rewards, enhance motivation, ensure legal compliance, and assist with human resource planning. Performance can be evaluated by supervisors, peers, subordinates, and customers. Evaluations may consider traits, behaviors, outcomes or competencies. Common evaluation methods include rating scales, checklists, and objective setting. Challenges to effective performance management include complex processes, lack of manager control or involvement, and disconnects between evaluations and rewards. Strategies for improvement involve simplifying processes and holding managers accountable.
This document discusses strategic reward management and compensation strategies. It covers:
- The aims of strategic reward to align practices with business goals and employee values.
- Guiding principles for strategic reward including fairness, equity, consistency, and transparency.
- Overall reward management principles such as aligning strategies with business objectives and valuing employee competence and contribution.
- Considerations for designing grade and pay structures including analysis of organization needs, stakeholder involvement, job evaluation, and cost implications.
- Principles for pay progression and job evaluation focused on fairness, consistency, and rewarding desired skills and behaviors.
Welcome to International Journal of Engineering Research and Development (IJERD)IJERD Editor
call for paper 2012, hard copy of journal, research paper publishing, where to publish research paper,
journal publishing, how to publish research paper, Call For research paper, international journal, publishing a paper, IJERD, journal of science and technology, how to get a research paper published, publishing a paper, publishing of journal, publishing of research paper, reserach and review articles, IJERD Journal, How to publish your research paper, publish research paper, open access engineering journal, Engineering journal, Mathemetics journal, Physics journal, Chemistry journal, Computer Engineering, Computer Science journal, how to submit your paper, peer reviw journal, indexed journal, reserach and review articles, engineering journal, www.ijerd.com, research journals,
yahoo journals, bing journals, International Journal of Engineering Research and Development, google journals, hard copy of journal
International Journal of Engineering Research and Development (IJERD)IJERD Editor
We would send hard copy of Journal by speed post to the address of correspondence author after online publication of paper.
We will dispatched hard copy to the author within 7 days of date of publication
This document presents a method for inspecting and classifying defects in pharmaceutical capsules using neural networks. Harris algorithm is used to detect defects by comparing test capsule images to template images and marking differences. Detected defects are classified using a neural network trained on threshold values extracted from defective areas. The neural network achieved 97.9% accuracy in training, 100% in validation, and 94.2% in real-time testing, demonstrating the method can effectively automate capsule inspection.
International Journal of Engineering Research and Development is an international premier peer reviewed open access engineering and technology journal promoting the discovery, innovation, advancement and dissemination of basic and transitional knowledge in engineering, technology and related disciplines.
Welcome to International Journal of Engineering Research and Development (IJERD)IJERD Editor
call for paper 2012, hard copy of journal, research paper publishing, where to publish research paper,
journal publishing, how to publish research paper, Call For research paper, international journal, publishing a paper, IJERD, journal of science and technology, how to get a research paper published, publishing a paper, publishing of journal, publishing of research paper, reserach and review articles, IJERD Journal, How to publish your research paper, publish research paper, open access engineering journal, Engineering journal, Mathemetics journal, Physics journal, Chemistry journal, Computer Engineering, Computer Science journal, how to submit your paper, peer reviw journal, indexed journal, reserach and review articles, engineering journal, www.ijerd.com, research journals,
yahoo journals, bing journals, International Journal of Engineering Research and Development, google journals, hard copy of journal
This document describes the design of a radial inflow gas turbine using an integrated design environment called AxSTREAM. The design process begins with specifying requirements and parameters. AxSTREAM is then used to generate over 150 potential design points by varying dimensions. The optimal design point is selected based on maximum efficiency. Dimensions and performance maps are presented for the 25kW radial inflow gas turbine designed at the specified operating conditions. Off-design performance is analyzed by varying speed and pressure to generate turbine maps showing variations in mass flow, efficiency and pressure ratio with operating conditions.
International Journal of Engineering Research and Development is an international premier peer reviewed open access engineering and technology journal promoting the discovery, innovation, advancement and dissemination of basic and transitional knowledge in engineering, technology and related disciplines.
International Journal of Engineering Research and Development is an international premier peer reviewed open access engineering and technology journal promoting the discovery, innovation, advancement and dissemination of basic and transitional knowledge in engineering, technology and related disciplines.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
We would send hard copy of Journal by speed post to the address of correspondence author after online publication of paper.
We will dispatched hard copy to the author within 7 days of date of publication
This document summarizes research on analyzing the colors of fancy yarns produced using an innovative mechanical crimp texturizing apparatus. Different polyester feeder yarns with varying fineness, colors, and cross-sectional shapes were grouped together and texturized to produce fancy yarns. The color of the resulting fancy yarns was analyzed using a color measurement instrument and found to be different than the colors of the parent yarns. The structure and properties of the fancy yarns, including mechanical properties, physical bulk, instability, and shrinkage, were also examined. Producing fancy yarns directly from flat filament feeder yarns using this mechanical crimp texturizing method provides
Adaptive Noise Cancellation using Multirate TechniquesIJERD Editor
International Journal of Engineering Research and Development is an international premier peer reviewed open access engineering and technology journal promoting the discovery, innovation, advancement and dissemination of basic and transitional knowledge in engineering, technology and related disciplines.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document proposes using an Android mobile phone as a universal remote control by decoding infrared remote control protocols and controlling home appliances wirelessly through the phone's infrared port. It describes decoding infrared codes from a remote using an infrared receiver and software, saving the codes to configuration files, and developing an Android application to send the codes via infrared to control devices. The system was tested successfully using an infrared transmitter.
IJERD (www.ijerd.com) International Journal of Engineering Research and Devel...IJERD Editor
This document compares the ARMA and subspace identification methods for modeling an air separation unit (ASU). It finds that the ARMA method provides more accurate and stable models compared to the subspace identification method. Specifically:
1) Models of the ASU created using the ARMA method provided 97.09% accuracy in approximating the original system, while models using subspace identification were only 96.7% accurate.
2) Pole-zero plots showed models from the ARMA method were far more stable, while subspace identification models had poles near the unit circle indicating marginal stability.
3) Controlling the ASU model was more effective and the system remained stable using a neural network predictive controller on
IJERD (www.ijerd.com) International Journal of Engineering Research and Devel...IJERD Editor
1. The document discusses a technique called document image segmentation to extract text like the title, author name, and publication name from scanned images of documents like book covers.
2. The extracted text is classified and stored in a database for further library operations, avoiding the need for manual data entry.
3. A wavelet-based approach is proposed for segmenting text and non-text regions, using multi-scale wavelet analysis to decompose images into different frequency bands for analysis.
IJERD (www.ijerd.com) International Journal of Engineering Research and Devel...IJERD Editor
The document describes a wireless monitoring system for electric drive systems using ZigBee technology. The system includes intelligent sensor modules that measure parameters like temperature, voltage, and current. The sensor modules transmit data via ZigBee to a coordinator device, which can connect to the internet using GSM/GPRS or Ethernet to send the data to a database server. The monitoring system allows remote monitoring of electric drives in various applications.
IJERD (www.ijerd.com) International Journal of Engineering Research and Devel...IJERD Editor
This document summarizes a research paper about developing an authentication system for banking using implicit passwords. The proposed system uses randomly generated security questions to authenticate users, with answers provided as clickable points on an image instead of text. If the user correctly identifies the points associated with the security question, they are authenticated. The system aims to improve security over traditional username/password schemes while maintaining usability on mobile devices. Key modules described include user profile creation, generation of random authentication questions, comparing login profiles to verify identity, and allowing transactions and balance checks via SMS.
evaluation of performence appraisal INFINITY CREATIONS 2016saikrishnabachuwar
This document discusses performance appraisal and employee performance management. It begins by defining organizational effectiveness and the importance of evaluating employee performance. It then discusses the need for performance appraisal systems to provide feedback, identify high and low performers, and facilitate compensation decisions. The objectives and scope of performance appraisal are outlined, along with the methodology, data sources, and chapter plan for the study. Key differences between annual performance appraisals and ongoing performance management processes are explained. Typical outcomes of annual appraisals like misdirected bonuses and poor development are contrasted with improved communication, goal alignment, and employee development under performance management.
- The document analyzes the performance management system at EdXCorp, a large for-profit education company.
- Interviews with employees found that some performance metrics were meaningless or inaccurate. Suggested improvements included eliminating pointless metrics and including more self-reviews and stakeholder feedback.
- The system focused heavily on daily productivity reports and numbers, but paid little attention to important behavioral factors. This damaged employee morale.
- Developmental plans were underutilized and seen negatively rather than as tools for growth. Improving professional development opportunities for all employees was recommended.
The document provides an overview of performance appraisal, including:
1) It defines performance appraisal and discusses its objectives such as providing feedback, identifying training needs, and determining compensation.
2) Performance appraisal aims to evaluate an employee's job performance in relation to their responsibilities and contribution to organizational goals.
3) Effective performance appraisal criteria should be relevant to the job, able to distinguish performance levels, reliable, and accepted by those involved. Traits, behaviors, and job results are common criteria that can be evaluated.
MODELLING TRAINING EFFECTIVENESS AND ITS IMPACT ON DEVELOPMENT OF MANAGERS IN...IAEME Publication
The study made attempt to evaluate the effectiveness of training provided and its impact in the manager’s development. The banking employees designated as managers, branch managers, asst. Branch managers are consider for this study. A draft Questioner was consists of 6 different set of question. They are personal and demographic profile (6), Training session (6), training content (5), and training aspects (5), transfer of learning (6), manager’s development (8). The conceptual questions are anchored with 7 point linker scale and the Questionnaire was issued to the managers randomly to collect a primarily information as the results were good. Finally, the data analysis with statistical namely IBM SPSS 22 and IBM SPSS AMOS 22. At first frequency table was tabulated for personal and demographic profile. Secondly structure equation model was applied to evaluate the impact of training effectiveness in manager development.
This document provides information about the performance management course for the MBA IV semester at the Institute of Aeronautical Engineering. It includes 10 course outcomes that describe what students will understand, illustrate, examine, demonstrate, analyze, state, and express by the end of the course. It also lists the units that will be covered: performance management and reward systems, performance measurement, performance management skills, and reward systems. The document provides definitions and descriptions of key concepts that will be covered in each unit such as performance management, measurement approaches, appraisal methods, 360 degree feedback, and coaching.
University project performance appraisal(4)hema_nt
The document discusses performance appraisal effectiveness. It begins by acknowledging those who contributed to the project and outlines its objectives. The objectives include examining why appraisal systems are important, studying existing systems, finding expectations of appraisers and appraisees, determining satisfaction levels, revealing loopholes, and finding consequences of ineffective systems. The research methodology involved surveys of managers and employees from various organizations. The document outlines the basic performance appraisal process and discusses purposes of performance appraisal like understanding difficulties, strengths/weaknesses, contributions, potential appraisal and development, feedback and coaching, and career planning.
The best Evaluation of training {updated 2023].docxintel-writers.com
The evaluation of training
refers to the process of assessing the effectiveness and impact of a training program or initiative. It involves gathering data and information to determine whether the training has met its
objectives, how well participants have learned and applied the knowledge and skills, and the overall value and return on investment (ROI) of the training.
The best evaluation of training is a comprehensive and systematic approach that considers multiple factors and uses various evaluation methods
some key elements that contribute to the best evaluation of training:
1. Clear Objectives: The evaluation should align with the specific objectives of the training program. Clear and measurable objectives help determine what needs to be assessed and provide a benchmark for evaluating the success of the training.
2. Multiple Evaluation Methods: Using a combination of evaluation methods provides a more comprehensive picture of the training’s effectiveness. Common evaluation methods include pre- and post-training assessments, observation of performance, surveys, interviews, focus groups, and feedback from supervisors or peers.
3. Relevance and Alignment: The evaluation should assess the extent to which the training content and delivery align with the participants’ needs and job requirements. It should determine if the training has addressed the intended knowledge and skill gaps and contributed to improved performance in the workplace.
This document discusses performance appraisals in Commercial Bank of Ethiopia. It begins with background on performance appraisals, noting they provide feedback to employees and inform rewards. Section 1.2 identifies issues with the bank's performance appraisal system, finding it is not used properly to motivate employees. The objectives are to assess the bank's system and recommend improvements. Key questions examine current practices, employee perceptions, criteria used, and problems. The significance is fair appraisals boost productivity while accurate results aid decision-making. The scope is the head office and limitations include difficulty getting employee participation.
This document outlines different aspects of performance appraisal systems including definitions, importance, processes, methods, barriers, and limitations. It discusses the purposes of performance appraisal including development, feedback, administrative decisions, organizational maintenance, and legal requirements. Common methods described are ranking, paired comparison, forced distribution, graphic rating scales, MBO, BARS, assessment centers, and 360-degree/720-degree feedback. Barriers mentioned are personal bias, halo/horn effects, lack of standards, stress on individuals over performance, and lack of communication.
The document discusses training evaluation and outlines its importance, key concepts, and best practices. It explains that evaluation assesses the effectiveness of training programs and identifies outcomes to measure. A good evaluation involves planning measurable outcomes, choosing an appropriate design, conducting the evaluation, and analyzing results. Finally, the document discusses cost-benefit analysis to determine a training program's return on investment.
Performance management module 2 Kerala UniversityPOOJA UDAYAN
Characteristics of Healthy Organizations, 360 Degree Feedback and its relevance, Steps in giving a Constructive Feedback Levels of Performance Feedback, Performance Goal Setting – Setting of Objectives.
The document discusses performance management and performance appraisal. It defines performance management as a systematic process to improve individual and organizational performance through goal setting, continuous feedback, development programs, and rewards. Performance appraisals are evaluations of employee performance and potential that are used for decisions around compensation, promotions, training, and retention. The document outlines various methods for performance appraisals, including rating scales, checklists, forced choice, and behavioral anchored rating scales. It discusses the objectives, advantages, and process of performance appraisals.
Chapter Three
Needs Assessment
Objectives
After reading this chapter, you should be able to
Discuss the role of organization analysis, person analysis, and task analysis in needs assessment.
Identify different methods used in needs assessment and identify the advantages and disadvantages of each method.
Discuss the concerns of upper- and mid-level managers and trainers in needs assessment.
Explain how personal characteristics, input, output, consequences, and feedback influence performance and learning.
Create conditions to ensure that employees are receptive to training.
Discuss the steps involved in conducting a task analysis.
Analyze task analysis data to determine the tasks for which people need to be trained.
Explain competency models and the process used to develop them.
Needs Assessment at McDonald’s, ADP, and HireRight
Needs assessment is a critical first step in designing new training courses and revising existing ones. Consider how needs assessment was used at McDonald’s, ADP, and HireRight.
McDonald’s conducted a needs assessment to help examine where the company needed to go from a learning perspective to help the company achieve its strategic goals. The chief learning officer and her team examined employees’ backgrounds, including education level, gender, language, age, and generation, to get a better understanding of trainees. They gathered data from employees about how frequently they used online training content and how easy it was to access it. Also, they reviewed the responsibilities, tasks, and leadership skills for each job to ensure that they were supported by training classes and curriculum. The needs assessment showed that although more trainees were millennials and Generation Z, the way that training was delivered did not meet their needs or expectations. As a result,
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they created a shorter training curriculum that was more accessible using smartphones, computers, and tablets.
ADP provides human resource management software and services. ADP needed to revise a new hire training program that took 17 weeks to complete. The program was too long to train newly hired service associates and prepare them to begin performing their roles. To redesign its training program so that it was shorter but still effective, ADP conducted a needs assessment. Learning and development team members interviewed high-performing sales associates, observed client calls, and analyzed data from over 3 million client calls to identify the reasons for the calls and how they were typically resolved.
HireRight, a company that provides background screening services, conducted a needs assessment by surveying all of its employees about the type of work environment they considered the most engaging; interviewing company leaders and high-performing employees about their skill needs; reviewing benchmarking data; and analyzing important company performance data. The needs assessment data were used to create a new leadership development program and ...
This document provides an overview of performance review systems and outlines a proposed new performance review system for Halcyon Technologies. It begins with declarations and acknowledgements. It then discusses the objectives and benefits of performance reviews, key concepts, and different review techniques. The proposed new system involves employees completing self-reviews and getting peer feedback, then meeting with their team leader for a review discussion. The goal is to help employees improve and inform compensation decisions like raises.
Utilizing the BSC and EFQM as a Combination Framework; Scrutinizing the Possi...Waqas Tariq
Increasing the competition between organizations in the field of productions and services leads them to use the samples and patterns to assess their activities and performance. Appearing this kind of needs and inefficiency of measuring systems with traditional activities assessment causes to create new models of activities assessment in organizations. These models could be divided in two groups. The first group is based on self assessment and the second group is based on measurement and improvement of business trade process. Among mentioned models, Balanced score Card (BSC) and European Foundation for Quality Management (EFQM) have had more chance to be used by many companies. Regarding the high acceptance of these two models in the world and existence many similarities between them; this study is going to present exact glance of these two models and present a comparison between them. Moreover, after recognizing the weaknesses and powers of them, the possibility of using them at the same time will be evaluated. In order to gain this goal, an automobile company’s performance has been assessed based on BSC and EFQM and the results are analyzed with TOPSIS method.
A Case Study Approach For Evaluation Of Employee Training Effectiveness And D...Stacy Taylor
The document presents a case study evaluating the effectiveness of an employee training program at a multinational company using Kirkpatrick's four-level model of training evaluation. It discusses the model's levels of reaction, learning, behavior, and results. A questionnaire was administered to employees assessing their reactions to the training, learning, application of skills on the job, and impact on performance. Statistical analysis found the training was effective as employees reported positive reactions and the four levels had a significant impact on the program's effectiveness. The study aims to help organizations continuously improve training programs by understanding their impact.
The document discusses performance execution, which involves training and coaching employees, motivating them through counseling, and providing feedback and ensuring goals are aligned. It explains that training employees increases productivity and helps achieve organizational goals. Coaching involves recognizing excellence, areas for improvement, and identifying barriers. Counseling creates job satisfaction and improves performance. Feedback should be constructive and developmental to promote self-reflection. Ensuring goals are aligned throughout the organization helps unite cultures and involves employees in the goal-setting process.
This document outlines a four-stage process for reviewing and designing compensation plans. Stage 1 involves scoping the project, including determining business needs and timelines. Stage 2 is designing the incentive plan elements. Stage 3 is obtaining necessary approvals from stakeholders like compensation committees. Stage 4 is communicating and implementing the new plan, including change management strategies. The process provides a framework to facilitate discussions between HR, business partners, and other stakeholders to develop strategic compensation plans that motivate desired employee behaviors and business results.
A Novel Method for Prevention of Bandwidth Distributed Denial of Service AttacksIJERD Editor
Distributed Denial of Service (DDoS) Attacks became a massive threat to the Internet. Traditional
Architecture of internet is vulnerable to the attacks like DDoS. Attacker primarily acquire his army of Zombies,
then that army will be instructed by the Attacker that when to start an attack and on whom the attack should be
done. In this paper, different techniques which are used to perform DDoS Attacks, Tools that were used to
perform Attacks and Countermeasures in order to detect the attackers and eliminate the Bandwidth Distributed
Denial of Service attacks (B-DDoS) are reviewed. DDoS Attacks were done by using various Flooding
techniques which are used in DDoS attack.
The main purpose of this paper is to design an architecture which can reduce the Bandwidth
Distributed Denial of service Attack and make the victim site or server available for the normal users by
eliminating the zombie machines. Our Primary focus of this paper is to dispute how normal machines are
turning into zombies (Bots), how attack is been initiated, DDoS attack procedure and how an organization can
save their server from being a DDoS victim. In order to present this we implemented a simulated environment
with Cisco switches, Routers, Firewall, some virtual machines and some Attack tools to display a real DDoS
attack. By using Time scheduling, Resource Limiting, System log, Access Control List and some Modular
policy Framework we stopped the attack and identified the Attacker (Bot) machines
Hearing loss is one of the most common human impairments. It is estimated that by year 2015 more
than 700 million people will suffer mild deafness. Most can be helped by hearing aid devices depending on the
severity of their hearing loss. This paper describes the implementation and characterization details of a dual
channel transmitter front end (TFE) for digital hearing aid (DHA) applications that use novel micro
electromechanical- systems (MEMS) audio transducers and ultra-low power-scalable analog-to-digital
converters (ADCs), which enable a very-low form factor, energy-efficient implementation for next-generation
DHA. The contribution of the design is the implementation of the dual channel MEMS microphones and powerscalable
ADC system.
Influence of tensile behaviour of slab on the structural Behaviour of shear c...IJERD Editor
-A composite beam is composed of a steel beam and a slab connected by means of shear connectors
like studs installed on the top flange of the steel beam to form a structure behaving monolithically. This study
analyzes the effects of the tensile behavior of the slab on the structural behavior of the shear connection like slip
stiffness and maximum shear force in composite beams subjected to hogging moment. The results show that the
shear studs located in the crack-concentration zones due to large hogging moments sustain significantly smaller
shear force and slip stiffness than the other zones. Moreover, the reduction of the slip stiffness in the shear
connection appears also to be closely related to the change in the tensile strain of rebar according to the increase
of the load. Further experimental and analytical studies shall be conducted considering variables such as the
reinforcement ratio and the arrangement of shear connectors to achieve efficient design of the shear connection
in composite beams subjected to hogging moment.
Gold prospecting using Remote Sensing ‘A case study of Sudan’IJERD Editor
Gold has been extracted from northeast Africa for more than 5000 years, and this may be the first
place where the metal was extracted. The Arabian-Nubian Shield (ANS) is an exposure of Precambrian
crystalline rocks on the flanks of the Red Sea. The crystalline rocks are mostly Neoproterozoic in age. ANS
includes the nations of Israel, Jordan. Egypt, Saudi Arabia, Sudan, Eritrea, Ethiopia, Yemen, and Somalia.
Arabian Nubian Shield Consists of juvenile continental crest that formed between 900 550 Ma, when intra
oceanic arc welded together along ophiolite decorated arc. Primary Au mineralization probably developed in
association with the growth of intra oceanic arc and evolution of back arc. Multiple episodes of deformation
have obscured the primary metallogenic setting, but at least some of the deposits preserve evidence that they
originate as sea floor massive sulphide deposits.
The Red Sea Hills Region is a vast span of rugged, harsh and inhospitable sector of the Earth with
inimical moon-like terrain, nevertheless since ancient times it is famed to be an abode of gold and was a major
source of wealth for the Pharaohs of ancient Egypt. The Pharaohs old workings have been periodically
rediscovered through time. Recent endeavours by the Geological Research Authority of Sudan led to the
discovery of a score of occurrences with gold and massive sulphide mineralizations. In the nineties of the
previous century the Geological Research Authority of Sudan (GRAS) in cooperation with BRGM utilized
satellite data of Landsat TM using spectral ratio technique to map possible mineralized zones in the Red Sea
Hills of Sudan. The outcome of the study mapped a gossan type gold mineralization. Band ratio technique was
applied to Arbaat area and a signature of alteration zone was detected. The alteration zones are commonly
associated with mineralization. The alteration zones are commonly associated with mineralization. A filed check
confirmed the existence of stock work of gold bearing quartz in the alteration zone. Another type of gold
mineralization that was discovered using remote sensing is the gold associated with metachert in the Atmur
Desert.
Reducing Corrosion Rate by Welding DesignIJERD Editor
This document summarizes a study on reducing corrosion rates in steel through welding design. The researchers tested different welding groove designs (X, V, 1/2X, 1/2V) and preheating temperatures (400°C, 500°C, 600°C) on ferritic malleable iron samples. Testing found that X and V groove designs with 500°C and 600°C preheating had corrosion rates of 0.5-0.69% weight loss after 14 days, compared to 0.57-0.76% for 400°C preheating. Higher preheating reduced residual stresses which decreased corrosion. Residual stresses were 1.7 MPa for optimal X groove and 600°C
Router 1X3 – RTL Design and VerificationIJERD Editor
Routing is the process of moving a packet of data from source to destination and enables messages
to pass from one computer to another and eventually reach the target machine. A router is a networking device
that forwards data packets between computer networks. It is connected to two or more data lines from different
networks (as opposed to a network switch, which connects data lines from one single network). This paper,
mainly emphasizes upon the study of router device, it‟s top level architecture, and how various sub-modules of
router i.e. Register, FIFO, FSM and Synchronizer are synthesized, and simulated and finally connected to its top
module.
Active Power Exchange in Distributed Power-Flow Controller (DPFC) At Third Ha...IJERD Editor
This paper presents a component within the flexible ac-transmission system (FACTS) family, called
distributed power-flow controller (DPFC). The DPFC is derived from the unified power-flow controller (UPFC)
with an eliminated common dc link. The DPFC has the same control capabilities as the UPFC, which comprise
the adjustment of the line impedance, the transmission angle, and the bus voltage. The active power exchange
between the shunt and series converters, which is through the common dc link in the UPFC, is now through the
transmission lines at the third-harmonic frequency. DPFC multiple small-size single-phase converters which
reduces the cost of equipment, no voltage isolation between phases, increases redundancy and there by
reliability increases. The principle and analysis of the DPFC are presented in this paper and the corresponding
simulation results that are carried out on a scaled prototype are also shown.
Mitigation of Voltage Sag/Swell with Fuzzy Control Reduced Rating DVRIJERD Editor
Power quality has been an issue that is becoming increasingly pivotal in industrial electricity
consumers point of view in recent times. Modern industries employ Sensitive power electronic equipments,
control devices and non-linear loads as part of automated processes to increase energy efficiency and
productivity. Voltage disturbances are the most common power quality problem due to this the use of a large
numbers of sophisticated and sensitive electronic equipment in industrial systems is increased. This paper
discusses the design and simulation of dynamic voltage restorer for improvement of power quality and
reduce the harmonics distortion of sensitive loads. Power quality problem is occurring at non-standard
voltage, current and frequency. Electronic devices are very sensitive loads. In power system voltage sag,
swell, flicker and harmonics are some of the problem to the sensitive load. The compensation capability
of a DVR depends primarily on the maximum voltage injection ability and the amount of stored
energy available within the restorer. This device is connected in series with the distribution feeder at
medium voltage. A fuzzy logic control is used to produce the gate pulses for control circuit of DVR and the
circuit is simulated by using MATLAB/SIMULINK software.
Study on the Fused Deposition Modelling In Additive ManufacturingIJERD Editor
Additive manufacturing process, also popularly known as 3-D printing, is a process where a product
is created in a succession of layers. It is based on a novel materials incremental manufacturing philosophy.
Unlike conventional manufacturing processes where material is removed from a given work price to derive the
final shape of a product, 3-D printing develops the product from scratch thus obviating the necessity to cut away
materials. This prevents wastage of raw materials. Commonly used raw materials for the process are ABS
plastic, PLA and nylon. Recently the use of gold, bronze and wood has also been implemented. The complexity
factor of this process is 0% as in any object of any shape and size can be manufactured.
Spyware triggering system by particular string valueIJERD Editor
This computer programme can be used for good and bad purpose in hacking or in any general
purpose. We can say it is next step for hacking techniques such as keylogger and spyware. Once in this system if
user or hacker store particular string as a input after that software continually compare typing activity of user
with that stored string and if it is match then launch spyware programme.
A Blind Steganalysis on JPEG Gray Level Image Based on Statistical Features a...IJERD Editor
This paper presents a blind steganalysis technique to effectively attack the JPEG steganographic
schemes i.e. Jsteg, F5, Outguess and DWT Based. The proposed method exploits the correlations between
block-DCTcoefficients from intra-block and inter-block relation and the statistical moments of characteristic
functions of the test image is selected as features. The features are extracted from the BDCT JPEG 2-array.
Support Vector Machine with cross-validation is implemented for the classification.The proposed scheme gives
improved outcome in attacking.
Secure Image Transmission for Cloud Storage System Using Hybrid SchemeIJERD Editor
- Data over the cloud is transferred or transmitted between servers and users. Privacy of that
data is very important as it belongs to personal information. If data get hacked by the hacker, can be
used to defame a person’s social data. Sometimes delay are held during data transmission. i.e. Mobile
communication, bandwidth is low. Hence compression algorithms are proposed for fast and efficient
transmission, encryption is used for security purposes and blurring is used by providing additional
layers of security. These algorithms are hybridized for having a robust and efficient security and
transmission over cloud storage system.
Application of Buckley-Leverett Equation in Modeling the Radius of Invasion i...IJERD Editor
A thorough review of existing literature indicates that the Buckley-Leverett equation only analyzes
waterflood practices directly without any adjustments on real reservoir scenarios. By doing so, quite a number
of errors are introduced into these analyses. Also, for most waterflood scenarios, a radial investigation is more
appropriate than a simplified linear system. This study investigates the adoption of the Buckley-Leverett
equation to estimate the radius invasion of the displacing fluid during waterflooding. The model is also adopted
for a Microbial flood and a comparative analysis is conducted for both waterflooding and microbial flooding.
Results shown from the analysis doesn’t only records a success in determining the radial distance of the leading
edge of water during the flooding process, but also gives a clearer understanding of the applicability of
microbes to enhance oil production through in-situ production of bio-products like bio surfactans, biogenic
gases, bio acids etc.
Gesture Gaming on the World Wide Web Using an Ordinary Web CameraIJERD Editor
- Gesture gaming is a method by which users having a laptop/pc/x-box play games using natural or
bodily gestures. This paper presents a way of playing free flash games on the internet using an ordinary webcam
with the help of open source technologies. Emphasis in human activity recognition is given on the pose
estimation and the consistency in the pose of the player. These are estimated with the help of an ordinary web
camera having different resolutions from VGA to 20mps. Our work involved giving a 10 second documentary to
the user on how to play a particular game using gestures and what are the various kinds of gestures that can be
performed in front of the system. The initial inputs of the RGB values for the gesture component is obtained by
instructing the user to place his component in a red box in about 10 seconds after the short documentary before
the game is finished. Later the system opens the concerned game on the internet on popular flash game sites like
miniclip, games arcade, GameStop etc and loads the game clicking at various places and brings the state to a
place where the user is to perform only gestures to start playing the game. At any point of time the user can call
off the game by hitting the esc key and the program will release all of the controls and return to the desktop. It
was noted that the results obtained using an ordinary webcam matched that of the Kinect and the users could
relive the gaming experience of the free flash games on the net. Therefore effective in game advertising could
also be achieved thus resulting in a disruptive growth to the advertising firms.
Hardware Analysis of Resonant Frequency Converter Using Isolated Circuits And...IJERD Editor
-LLC resonant frequency converter is basically a combo of series as well as parallel resonant ckt. For
LCC resonant converter it is associated with a disadvantage that, though it has two resonant frequencies, the
lower resonant frequency is in ZCS region[5]. For this application, we are not able to design the converter
working at this resonant frequency. LLC resonant converter existed for a very long time but because of
unknown characteristic of this converter it was used as a series resonant converter with basically a passive
(resistive) load. . Here, it was designed to operate in switching frequency higher than resonant frequency of the
series resonant tank of Lr and Cr converter acts very similar to Series Resonant Converter. The benefit of LLC
resonant converter is narrow switching frequency range with light load[6] . Basically, the control ckt plays a
very imp. role and hence 555 Timer used here provides a perfect square wave as the control ckt provides no
slew rate which makes the square wave really strong and impenetrable. The dead band circuit provides the
exclusive dead band in micro seconds so as to avoid the simultaneous firing of two pairs of IGBT’s where one
pair switches off and the other on for a slightest period of time. Hence, the isolator ckt here is associated with
each and every ckt used because it acts as a driver and an isolation to each of the IGBT is provided with one
exclusive transformer supply[3]. The IGBT’s are fired using the appropriate signal using the previous boards
and hence at last a high frequency rectifier ckt with a filtering capacitor is used to get an exact dc
waveform .The basic goal of this particular analysis is to observe the wave forms and characteristics of
converters with differently positioned passive elements in the form of tank circuits.
Simulated Analysis of Resonant Frequency Converter Using Different Tank Circu...IJERD Editor
LLC resonant frequency converter is basically a combo of series as well as parallel resonant ckt. For
LCC resonant converter it is associated with a disadvantage that, though it has two resonant frequencies, the
lower resonant frequency is in ZCS region [5]. For this application, we are not able to design the converter
working at this resonant frequency. LLC resonant converter existed for a very long time but because of
unknown characteristic of this converter it was used as a series resonant converter with basically a passive
(resistive) load. . Here, it was designed to operate in switching frequency higher than resonant frequency of the
series resonant tank of Lr and Cr converter acts very similar to Series Resonant Converter. The benefit of LLC
resonant converter is narrow switching frequency range with light load[6] . Basically, the control ckt plays a
very imp. role and hence 555 Timer used here provides a perfect square wave as the control ckt provides no
slew rate which makes the square wave really strong and impenetrable. The dead band circuit provides the
exclusive dead band in micro seconds so as to avoid the simultaneous firing of two pairs of IGBT’s where one
pair switches off and the other on for a slightest period of time. Hence, the isolator ckt here is associated with
each and every ckt used because it acts as a driver and an isolation to each of the IGBT is provided with one
exclusive transformer supply[3]. The IGBT’s are fired using the appropriate signal using the previous boards
and hence at last a high frequency rectifier ckt with a filtering capacitor is used to get an exact dc
waveform .The basic goal of this particular analysis is to observe the wave forms and characteristics of
converters with differently positioned passive elements in the form of tank circuits. The supported simulation
is done through PSIM 6.0 software tool
Amateurs Radio operator, also known as HAM communicates with other HAMs through Radio
waves. Wireless communication in which Moon is used as natural satellite is called Moon-bounce or EME
(Earth -Moon-Earth) technique. Long distance communication (DXing) using Very High Frequency (VHF)
operated amateur HAM radio was difficult. Even with the modest setup having good transceiver, power
amplifier and high gain antenna with high directivity, VHF DXing is possible. Generally 2X11 YAGI antenna
along with rotor to set horizontal and vertical angle is used. Moon tracking software gives exact location,
visibility of Moon at both the stations and other vital data to acquire real time position of moon.
“MS-Extractor: An Innovative Approach to Extract Microsatellites on „Y‟ Chrom...IJERD Editor
Simple Sequence Repeats (SSR), also known as Microsatellites, have been extensively used as
molecular markers due to their abundance and high degree of polymorphism. The nucleotide sequences of
polymorphic forms of the same gene should be 99.9% identical. So, Microsatellites extraction from the Gene is
crucial. However, Microsatellites repeat count is compared, if they differ largely, he has some disorder. The Y
chromosome likely contains 50 to 60 genes that provide instructions for making proteins. Because only males
have the Y chromosome, the genes on this chromosome tend to be involved in male sex determination and
development. Several Microsatellite Extractors exist and they fail to extract microsatellites on large data sets of
giga bytes and tera bytes in size. The proposed tool “MS-Extractor: An Innovative Approach to extract
Microsatellites on „Y‟ Chromosome” can extract both Perfect as well as Imperfect Microsatellites from large
data sets of human genome „Y‟. The proposed system uses string matching with sliding window approach to
locate Microsatellites and extracts them.
Importance of Measurements in Smart GridIJERD Editor
- The need to get reliable supply, independence from fossil fuels, and capability to provide clean
energy at a fixed and lower cost, the existing power grid structure is transforming into Smart Grid. The
development of a smart energy distribution grid is a current goal of many nations. A Smart Grid should have
new capabilities such as self-healing, high reliability, energy management, and real-time pricing. This new era
of smart future grid will lead to major changes in existing technologies at generation, transmission and
distribution levels. The incorporation of renewable energy resources and distribution generators in the existing
grid will increase the complexity, optimization problems and instability of the system. This will lead to a
paradigm shift in the instrumentation and control requirements for Smart Grids for high quality, stable and
reliable electricity supply of power. The monitoring of the grid system state and stability relies on the
availability of reliable measurement of data. In this paper the measurement areas that highlight new
measurement challenges, development of the Smart Meters and the critical parameters of electric energy to be
monitored for improving the reliability of power systems has been discussed.
Study of Macro level Properties of SCC using GGBS and Lime stone powderIJERD Editor
The document summarizes a study on the use of ground granulated blast furnace slag (GGBS) and limestone powder to replace cement in self-compacting concrete (SCC). Tests were conducted on SCC mixes with 0-50% replacement of cement with GGBS and 0-20% replacement with limestone powder. The results showed that replacing 30% of cement with GGBS and 15% with limestone powder produced SCC with the highest compressive strength of 46MPa, meeting fresh property requirements. The study concluded that this ternary blend of cement, GGBS and limestone powder can improve SCC properties while reducing costs.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
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Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
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Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
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The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...YourLegal Accounting
Effective financial management is important for expansion and scalability in the ever-changing US business environment. White Label Bookkeeping services is an innovative solution that is becoming more and more popular among businesses. These services provide a special method for managing financial duties effectively, freeing up companies to concentrate on their main operations and growth plans. We’ll look at how White Label Bookkeeping can help US firms expand and develop in this blog.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
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Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
1. International Journal of Engineering Research and Development
ISSN: 2278-067X, Volume 1, Issue 10 (June 2012), PP.01-08
www.ijerd.com
Performance Strategy to Evaluation Employer Performance
Alla Talal Yassin
ICCI, Iraq, Baghdad, www.allatalal.com
Abstract––Performance strategy is complementary activities and it indicators are appropriate are often important data
sources for evaluation activities. The Objective Here, is to measure factors effect (Age, Gender, level of education,
experience) employer performance using questioner to calculate sum rank which depend on performance strategy factors(5
dimension)( 1 ) for each employer, and compare Performance Evaluation Employer of these two-independent-samples
(groups). The study used a descriptive and comparative design, and it was conducted on (ICCI) in Iraq. The sample (n =30)
(2)
.The data were collected by questionnaires, and were analyzed statistically. The present research investigated that using
the performance Strategy to Evaluating will raise performance.
Keyword: employment, performance, evaluation, Strategy, sum rank.
I. INTRODUCTION
Performance strategy refers to the systematic collection and analysis of information and data to monitor the
progress of the achievement its intended objectives, The (PDP) (3) is a tool to support effective employee performance
management and formatted to facilitate both performance planning and feedback at the end of the performance period.
Planning process, good team leaders, solid understanding was other principles to support effective employee. [13, 14] The
basis of any good strategy is a set of definite standards. These must be specific, measurable, attainable, results-oriented, and
time-framed. [1,4,8,25,]. This article presents the framework methodology which is aim to Measure the performance, using
analytic tools to evaluate the performance periodically. It presents a methodology steps to compare performance.
Performance evaluation could be defined as systematic process of observing, it is an approach for evaluating performance of
a trainee in a given task. Assessing, and interpreting one’s actual performance. [22, 24, 25] Measurement scope refers to the
use of sample populations. Performance indicators sometimes measure results directly for an entire target population through
administrative records, observations. [16, 17, 18, 19, 20] Often, however, the scope of measurement is limited to a sample of
targets or sites. Sometimes performance is measured in only one project setting, or in a very few, as case studies instead of
statistical sampling. [23,26] While case studies can provide useful information on how projects work (or why they do not
work as expected) and how they can be improved, care must be taken not to assume that results from one site necessarily
represent project performance overall. Accordingly, such case studies are usually conducted in the context of special studies
rather than as a replacement for broader performance data. [21,27,28]Regular performance evaluations may allow an
employee to avoid forming bad habits before they get started. There are different ways to measure performance for any
given variable (objective, impact, outcome, output, and input). [21,25] For new employees, instruction and guidance will
most likely be viewed as helpful while employees that have been on the job for a while may view it as insulting or
criticism.[18,20,23]Competency of an individual trainee of doing or carrying out an assigned task to its expected minimum
satisfactory standard. Evaluation is an aid to training. [1,] Training employees is absolutely vital in preparing them for
success. They will need advice on everything from the informal relationships among work to their specific job
responsibilities. Frequently, it is helpful to instigate a mentor relationship between new employees and existing employees
that know the ropes. [16, 17, 29] Some times it Called systematic process of obtaining relevant information and interprets
data to facilitate decision making. Evaluation can take place at any point in time in a training programmed. [18, 19] By
providing answers to questions relevant to training, it is a decision- making tool. The best thing can do while training is to
create the kind of environment where employees are not afraid to ask questions and Taking the time to listen to both
questions and ideas. [4, 16] this method may bring an approach to old problems or utilize fresh perspective. The best advice
for managers who are looking to recruit is to be innovative, persistent, and realistic. to recognizing the strengths of business
and the positions offer which will go a long way toward enticing quality people for build careers with
farm.[18,19,20,30,32] A good performance evaluation system requires knowing the expected tasks or activities that a trainee
should perform, Training sequence adopted in the training, and expected minimum satisfactory standard of performance that
a trainee should attain.[11,12] First step towards developing a performance evaluation system, the expected job performance
needs to be analyzed. Performance analysis will visualize the training steps, conditions, sub-skills, results and standards. [7,
10] Results indicators measure employer results relative to project objectives. Results are measured at the level determined
by a project’s objectives. [21, 33] This analysis will help develop a systematic performance evaluation method.
(1( job improvement , Personal behavior, learning and training , Acknowledgment, penalty
(2 ( Prepared in 2009.
(3 ( Performance and Development Plan
1
2. Performance Strategy to Evaluation Employer Performance
II. PERFORMANCE STRATEGY
Key performance indicators are measured regularly in order to provide with information for management,
learning, and accountability purposes. In some cases, it focuses on the five levels identified in the logic model and provides
specific details with respect to the performance area, the key performance indicators, data collection methodologies,
responsibility for performance area, and information use and users. Three strategies could be defined: Data Collection
strategy, Evaluation Strategy, and Outcome Strategy [21].
III. PERFORMANCE STRATEGY BENEFITS TO I.J.P(4)
The effective performance strategy provides a solid foundation for all aspects of the employer/employee
relationship. [2, 21] And to make the best impression, it could do in the work place. Learn to develop some good habits these
steps aren't hard to do--but may be a hard for some to stick to--but those who do will find themselves rising to the top. [3,6]
Benefits when employees feel like part of a team loyal to their work , their company, its sound policy to reward good
employees, encourage productive employees to strive for more, and help wayward employees get back on track. On
occasion, it will need to let go of problem employees who, despite all efforts, or will not do their jobs satisfactorily. [2,5] job
descriptions and job analysis is using from Many companies and managers to set employee goals and objectives, so they are
tied into the needs of the work unit or company.[4] Employee evaluations help solve and prevent employee problems
massive employee issues are most often solved by stopping the problem before it becomes a big issue. Periodic evaluations
will help to spot possible roadblocks to success before they become large setbacks for the company. Questionnaire Systems
creates, executes, and customizes evaluation forms towards the needs of each company. Company has the benefit of
choosing between two or more successful strategies. [5] Performance strategy has many benefits, it determine how the job
of each employee can further the overall goals of the organization , identify, reward good employees, in order to foster
loyalty and motivate to continue of achievement , allowing employees to work under the mistaken belief that they are doing
well, thereby never giving them the information they need to improve , tolerating poor performers and the burdens they
place on other employees and company , surprising poor performers with negative decisions, and facing difficulty in
terminating bad employees because have not laid the proper groundwork. keep employee morale high through continuous
feedback stay on top of the needs of workforce to ensure employee retention and increase productivity , innovation , or
reduce the risk of complaints and litigation by ensuring that employees feel treated fairly and are not surprised by
management decisions, it could also identify and deal with problem employees to either turn those employees into valuable,
examine each employee as an individual to evaluate the employee's strengths and weaknesses, productive workers or lay the
groundwork for discipline and, if necessary, termination [2].
IV. METHODOLOGY
Aim
The aim is to measure factors (Age, Gender, level of education, experience) employer performance using
questioner to calculate sum rank which depend on performance strategy factors( 5 dimension)(5) for every employer, . In
addition it interested to compare Performance Evaluation Employer of these two-independent-samples (groups) or exploring
the relationship between G1, G2 (6) variables.
Research questions
We had the following research questions:
(i) Dose the four 7 factors effect in sum rank?
(ii) Does Group1 differs from Group2?"
Sample and data collection
The study population consisted of Sample from one randomly selected ICCI during a 1-month period in 2009. The
questionnaires concerning with many variables as we mentioned in the section (Questionnaire form).Altogether 75 employer
were recruited 62 employer completed questionnaire . Only these responses were included in the analysis. The final response
rate was 80%.
Questionnaire form (8)
Questionnaire form describe the basic purpose of Evaluation Employment Performance, it content of five
dimension(9), job improvement the first dimension about (20) Questions deal with performance Indicators experience and
practice that job required , Commitment on job systems which is penetrating ,Commitment on job rule work law , Ability
for self- job development ,Innovation Ability . The second dimension is Personal behavior about (10) Questions deal with
commitment in job Privacy, job Secret, Tendency for enjoyment to common or disease permission, Psycho-balance,
Confidence and trust, Acceptance the advice and guidance from direct or manager, the Possession cooperation soul , the
Possession aid soul in job , Proprieties or behavior with employed or directs. The dimension learning and training indicated
the ability to How much learning and training is being achieved to performance about (6) Questions deal with and linked to
(4 (Improve Job Performance
(5( job improvement , Personal behavior, learning and training , Acknowledgment, penalty
(6 ( group1 and group2
(7 (Age, Gender, level of education, experience
(8)See additional Questionnaire form Appendix 1.
(9) It used (Likert –type).
2
3. Performance Strategy to Evaluation Employer Performance
business and performance needs with other performance systems and factors , designs be improved , applied , program
effective . Finally the dimension penalty indicated to kind penalty which the employ could have like Attention, warning, cut
Salary, scolding, decrease salary or other. (10)
Data analysis
Summative variables were constructed on the five dimensions of Evaluation Employment Performance, by
calculating the mean values of the corresponding items. In additional (60%) of the first group was males while (70%) of the
second.(11) Generally, the question of interest is of the form “Does Group1 differs from Group2?" Because the sample sizes
are the same in the tow groups fixed by design (assuming a stratified random sample), Descriptive statistics (i.e. frequency,
mean, standard deviation and range) were considered with sample characteristics as shown in table(1,2). the null hypothesis
stated in terms of multinomial parameters is the alternative being inequality: (Ho: dl = fi2, Ha: dl ≠ fi2) , The difference
between sum rank of G1 and sum rank for G1 was calculated by analysis of variance for repeated measurements, first
without and later with a grouping variable (i.e. age, gender and Experience )as shown in table(3). The Pearson correlation
coefficient was calculated between factors and sum rank for each employer. In all tests, the level of statistical significance
was set at P, 0.05.(table4) in additional There are four appropriate test statistics that can be used here .The best known
statistic is (MANN-WHITNEY) tests; the other statistic is based on the (Two-Independent-Samples Test) too . (MANN-
WHITNEY)(12) The Mann-Whitney U test is the most popular of the two-independent-samples tests like in our case. It is
equivalent to the Wilcoxon rank sum test and the Kruskal-Wallis test for two groups. it tests whether two independent
samples that are defined by a grouping variable are from the same population. The test statistic uses the rank of each case to
test whether the groups are drawn from the same population. The output shows as shown in (table 5) the number of valid
cases of each group (30),(30) ; the mean rank of the variable within each group (32.60),(28.40) and the sum of ranks
(978.00), (852.00) in the Ranks table in our case and the Mann-Whitney U (387.00) (table 5) ; Wilcoxon W (table 6) (the
rank sum of the smaller group) which was ( 852.00) ; Z statistic (-.935); and probability Asymp. Sig.(2-tailed) which was
(.350) in the Test Statistics (table 6) . The 2-tailed probability associated with units under the normal curve is p = 0.350. As
our p < a we reject the null hypothesis at the 95% level in favor of the alternative that, in fact, there is a statistically
significant difference between the mean annual population aggregations of groups. As the rank sum for the G2 sample is
much less than the G2 sample we could further conclude that “on average” population aggregations are larger in G1. in our
test (Mann-Whitney) tests that two sampled populations are equivalent in location. The observations from both groups are
combined and ranked, with the average rank assigned in the case of ties. The number of ties should be small relative to the
total number of observations.
If the populations are identical in location, the ranks should be randomly mixed between the two samples. The test
calculates the number of times that a score from group 1 precedes a score from group 2 and the number of times that a score
from group 2 precedes a score from group1. The Mann-Whitney U statistic is the smaller of these two numbers. The
Wilcoxon rank sum W statistic, also displayed, is the rank sum of the smaller sample (table6). If both samples have the same
number of observations, W is the rank sum of the group that is named first in the Two-Independent-Samples Define Groups
dialog box. Only results with statistical significance are reported. Computations were done using the SPSS System for
Windows XP, release 15/2001. The Kolmogorov-Smirnov13 Z test and the Wald-Wolfowitz (table 8) runs test are more
general tests that detect differences in both the locations and shapes of the distributions and we also use it to test groups
(1&2). The Kolmogorov-Smirnov test ( it was = 0.776) is based on the maximum absolute difference (positive) which
was(.200) between the observed cumulative distribution functions for both samples (0.067) as shown in table (7) .When this
difference is significantly large (in our case = 0.586), the two distributions are considered different. In our case the Wald-
Wolfowitz runs test combines and ranks the observations from both groups as shown in table(8)(minimum possible = 13a ,
maximum possible = 36a ). If the two samples are from the same population, the two groups should be randomly scattered
throughout the ranking. The sig. (0.000) for the minimum and (0.904) for the maximum, while the z value be (-
4.687),(1.302).
Another test was used in our case , The Moses result as shown in table (9) extreme reactions test which assumes
that the experimental variable will affect some subjects in one direction and other subjects in the opposite direction the
observed control (56) with sig.(1-tailed = 0.177) . The test tests for extreme responses compared to a control group.
This test focuses on the span of the control group and is a measure of how many extreme values in the
experimental group influence the span when combined with the control group , Trimmed control (56) sig.(1tailed = 0.823) .
The control group is defined by the group 1 value in
The Two-Independent-Samples Define Groups dialog box. Observations from both groups are combined and
ranked. The span of the control group is computed as the difference between the ranks of the largest and smallest values in
the control group plus 1. Because chance outliers can easily distort the range of the span, 5% of the control cases are
trimmed automatically from each end, the outliers Trimmed from each end was(= 1).
(10)
See additional List of variable case Information available in separate document Appendix 2.
11
see appendix 3 distributions (a,b,c,d).
12
SPSS software Help Functions
13
SPSS software Help Functions .
3
4. Performance Strategy to Evaluation Employer Performance
V. CONCLUSIONS
(i) Our results show that the differences between G1,G2 were the smallest on the Gender factor in spite of 0.6 of G1,
0.7 of G2 male .while the other have.
(ii) Our most important finding is that rank sum in G1 more then in G2 in spite of Experience distribution that view
(0.66) have from (10 to 20 )years of Experience .
(iii) The study shown the maximum absolute difference, which mean there is variance between G1, G2 and we reject
the null hypothesis at the 95% level in favor of the alternative.
VI. ACKNOWLEDGMENT
This study has been carried out by the author for the (ICCI). We would like to thank the institution, for the support
provided throughout the research. We would also like to thank Dr.Moshabaki Asghar to provide advice and assistance, and
our assistants for their input. The data and analysis presented in this research are the responsibility of author under a contract
with the (ICCI). The authors are thankful to the Editor and the anonymous referees for their careful reading, critical
comments and constructive suggestions that enhanced the presentation of the paper. It is not necessarily in agreement with
the analysis presented and the views expressed do not necessarily represent the official position of the (ICCI).
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Std. Statisti
Error c
5.543 123.27 Mean
Lo 95% Confidence
wer Interval for Mean
111.93
Bo
und
Up
per
134.60
Bo
und
124.91 5% Trimmed Mean
132.00 Median
921.65 Variance
1
30.359 Std. Deviation
61 Minimum
156 Maximum
95 Range
36 Interquartile Range
.427 -1.152 Skewness
.833 .193 Kurtosis
Table (1) Descriptive statistics Group1
5
6. Performance Strategy to Evaluation Employer Performance
Std
.
Err
or Statistic
6.7 Mean Degry
112.40
45
Lo 95% Confidence
wer Interval for Mean
98.60
Bo
und
Up
per
126.20
Bo
und
112.98 5% Trimmed Mean
127.00 Median
1365.007 Variance
36.946 Std. Deviation
61 Minimum
156 Maximum
95 Range
76 Interquartile Range
.42 Skewness
-.448
7
.83 Kurtosis
-1.674
3
Table (2) Descriptive statistics Group2
Std. Error
of the Adjusted R
Estimate Square R Square R
34.067 .008 .026 .161(a)
Table (3) Std. Error of the Estimate
Standardized Un standardized
Sig. T Coefficients Coefficients
Std.
Error B Beta Std. Error B
7.86 102.23
.000 12.997
6 4
1.22
.228 .161 .778 .949
0
Table (4) Coefficients
Degree
Mann-Whitney U
387.000
852.000 Wilcoxon W
-.935 Z
.350 Asymp. Sig. (2-tailed)
Table (5) Mann-Whitney U
6
7. Performance Strategy to Evaluation Employer Performance
Sum of Ranks Mean Rank N Group
978.00 32.60 30 Groub1
852.00 28.40 30 Groub2
60 Total
Table (6) Wilcoxon W
Degree
Absolute Most Extreme
.200
Differences
.067 Positive
-.200 Negative
.775 Kolmogorov-Smirnov Z
Asymp. Sig. (2-tailed)
.586
Table (7) Kolmogorov-Smirnov Z
Asymp. Sig. Number of
(1-tailed) Z Runs
Minimu
.000 -4.687 13(a) m
Possible
Maximu
.904 1.302 36(a) m
Possible
Table (8) Wald-Wolfowitz Test
Degree
56 Observed Control
Sig. (1-tailed) Group Span
.177
56 Trimmed Control
Sig. (1-tailed) Group Span
.823
Outliers Trimmed from each End
1
Table (9) Moses Test
Appendix (3)
Range Count % Count G2 %
G1
20-30 5 17 % 5 17 %
30-40 10 33 % 12 40 %
40-50 15 50 % 10 33 %
50-60 0 0% 3 10 %
Total 30 100% 30 100%
Table (a) the distribution of age
7