An Objective Performance and Quality Comparison of Drivers from Different Market Sectors (P11)

2008 ◽  
pp. 55-63
Author(s):  
Jeff Brunski ◽  
John Rae
Keyword(s):  
Objective Performance

Relationships Between Subjective Ratings and Objective Measures of Performance in Speechreading Sentences

1997 ◽  
Vol 40 (4) ◽  
pp. 900-911 ◽  
Author(s):  
Marilyn E. Demorest ◽  
Lynne E. Bernstein
Keyword(s):  
Hearing Impairment ◽  
Performance Evaluations ◽  
Objective Measures ◽  
Large Individual ◽  
Subjective Ratings ◽  
Objective Performance ◽  
Phonetic Distance ◽  
Stimulus Length ◽  
Measures Of Performance ◽  
Confidence Scale

Ninety-six participants with normal hearing and 63 with severe-to-profound hearing impairment viewed 100 CID Sentences (Davis & Silverman, 1970) and 100 B-E Sentences (Bernstein & Eberhardt, 1986b). Objective measures included words correct, phonemes correct, and visual-phonetic distance between the stimulus and response. Subjective ratings were made on a 7-point confidence scale. Magnitude of validity coefficients ranged from .34 to .76 across materials, measures, and groups. Participants with hearing impairment had higher levels of objective performance, higher subjective ratings, and higher validity coefficients, although there were large individual differences. Regression analyses revealed that subjective ratings are predictable from stimulus length, response length, and objective performance. The ability of speechreaders to make valid performance evaluations was interpreted in terms of contemporary word recognition models.

Transformational Leadership and Objective Performance in Banks

1998 ◽  
Vol 47 (3) ◽  
pp. 397-420 ◽  
Author(s):  
Alois L.J. Geyer ◽  
Johannes M. Steyrer
Keyword(s):  
Transformational Leadership ◽  
Objective Performance

Less Power, Greater Conflict

2018 ◽  
Vol 49 (1) ◽  
pp. 47-62 ◽  
Author(s):  
Petra C. Schmid
Keyword(s):  
Low Power ◽  
High Power ◽  
Goal Pursuit ◽  
Goal Conflict ◽  
Personal Goals ◽  
Multiple Goals ◽  
Objective Performance ◽  
The Future ◽  
The Way

Abstract. Power facilitates goal pursuit, but how does power affect the way people respond to conflict between their multiple goals? Our results showed that higher trait power was associated with reduced experience of conflict in scenarios describing multiple goals (Study 1) and between personal goals (Study 2). Moreover, manipulated low power increased individuals’ experience of goal conflict relative to high power and a control condition (Studies 3 and 4), with the consequence that they planned to invest less into the pursuit of their goals in the future. With its focus on multiple goals and individuals’ experiences during goal pursuit rather than objective performance, the present research uses new angles to examine power effects on goal pursuit.

scholarly journals Validation of the Society for Vascular Surgery's Objective Performance Goals for critical limb ischemia in everyday vascular surgery practice

2011 ◽  
Vol 54 (1) ◽  
pp. 100-108.e4 ◽  
Author(s):  
Philip P. Goodney ◽  
Andres Schanzer ◽  
Randall R. DeMartino ◽  
Brian W. Nolan ◽  
Nathanael D. Hevelone ◽  
...  
Keyword(s):  
Vascular Surgery ◽  
Critical Limb Ischemia ◽  
Limb Ischemia ◽  
Performance Goals ◽  
Objective Performance

Monitoring Perioperative Services Using 3D Multi-Objective Performance Frontiers

2021 ◽  
Vol 45 (3) ◽  
Author(s):  
Andrea J. Elhajj ◽  
Donna M. Rizzo ◽  
Gary C. An ◽  
Jaideep J. Pandit ◽  
Mitchell H. Tsai
Keyword(s):  
Multi Objective ◽  
Objective Performance

Human Resource Practice System in Malaysian Five-Star Hotels

2014 ◽  
Author(s):  
Rozila Ahmad
Keyword(s):  
Performance Appraisal ◽  
Human Resource ◽  
Hotel Industry ◽  
Human Resource Practices ◽  
Human Resource Practice ◽  
Objective Performance ◽  
Beach Resort ◽  
Recruitment And Selection ◽  
Managerial Employees ◽  
Resort Hotels

Organisations, including hotels, usually have more than one human resource practices system. Thus, this book is written to provide an understanding of the human resource practice system for managerial and non-managerial employees in the context of hotel industry. This book focuses specifically on five-star beach resort hotels in Malaysia. The human resource practices system for managerial employees includes empowerment while the recruitment and selection is more thorough. Their compensation is more attractive and their training is more rewarding. Both groups of employees are provided with a clear job description, orientation, employment security, objective performance appraisal, career development opportunity and effective communication.

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