for Evaluation of Teachers’ Performance in Higher Education – using a Questionnaire Hafeez Ullah Amin Institute of Information Technology Kohat University of Science & Technology (KUST) Kohat‚ Pakistan Email: hafeezullahamin@gmail.com Abstract— in this paper‚ we present the step by step knowledge acquisition process by choosing a structured method through using a questionnaire as a knowledge acquisition tool. Here we want to depict the problem domain as‚ “how to evaluate teacher’s performance in higher
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Ltd. All rights reserved. Printed in Great Britain 0160-7383/$30.00 A DEA Evaluation of Taipei Hotels Wan-Erh Chiang Ming-Hone Tsai Li Shau-Mei Wang National Central University‚ Taiwan It is always a major concern for top management to measure efficiency. Data Envelopment Analysis (DEA) is an excellent tool for assessing the relative efficiency of decision-making units. This research is aimed at measuring hotel performance by DEA under three operational styles of International Tourist Hotels (ITHs)
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THE PERFORMANCE EVALUATION PROCESS A. SUPERVISORS SHOULD: 1. Translate organizational goals into individual job objectives and requirements. 2. Communicate their expectations regarding staff performance. 3. Provide feedback to staff. 4. Coach the staff on how to achieve job objectives and requirements. 5. Diagnose the staff’s relative strengths and weaknesses. 6. Determine a development plan for improving job performance and
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CASE “Citibank: Performance Evaluation” Harvard Business School 9-198-048 rev: October 14‚ 1999 The Performance Scorecard: a strategic management tool Frits Seegers‚ President of Citibank California‚ is convinced that “in a competitive marketplace where businesses compete for customers‚ customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy”1. Fulfilling customers’ expectations is a critical issue for the long term business sustainability
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customer” (Harvard Business School. 1997‚ pg. 1). Mr. McGaran is an exceptional manager and his performance exceeds expectations with the exception of customer satisfaction. Mr. McGaran scored “below par” on customer satisfaction. It a must Mr. McGaran take correction actions to improve customer satisfaction in his division to bring his rating above par. Describe the approach you would take in your performance feedback session with James. What would you say‚ in what sequence would you say it‚ and what
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current evaluation form is inadequate and does not provide a complete picture of employee’s performance. The current evaluation method only focuses on personal characteristics of the employee being evaluated. Another problem with the current method is that only the plant manager evaluates the employee‚ without getting input from the individual being evaluated or anyone else. Furthermore the evaluation method currently being used focuses on perceptions and does not evaluate performance materials
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2010 Citibank: Performance Evaluation In 1996‚ Citibank was an emergent banking institution attempting to increase its market share in the competitive Los Angeles area. In order to do so‚ the bank’s strategy was to focus slightly less on their financial growth‚ and much more on providing “a high level of service to its customers”. Management viewed this paradigm shift as “critical to the long term success of the franchise”. To implement these changes‚ a new Citibank employee performance assessment
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Evaluation of Corporate Performance Apple‚ INC. Fay Catlett BUS650: Managerial Finance Instructor Stanley Atkinson July 06‚ 2015 In this paper‚ the author will give an introduction of the company chosen and include background information. The author will present a review of the financial statement of the company and pro forma financial statements for the company for the next two years assuming there is a 10% growth rate in sales and the Cost of Goods Sold for each of the next two years (2015 and
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Statement of the ProblemThe California Division of Citibank has introduced a new performance scorecard to highlight the importance of a diverse set of measures in achieving the strategic goals of the division. Among the new measures introduced was a customer satisfaction indicator. Unfortunately‚ James McGaran‚ the manager of the most important branch and who consistently delivers impressive financial results scored "below par" on customer satisfaction. Frits Seeger‚ President of Citibank California
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Divisional Performance Evaluation Overview:- Most large Organisations adopt divisionalised structures. The manner in which divisional performance is controlled and measured is‚ therefore‚ of particular importance. A central issue of performance reporting is whether divisional managers should be held accountable for items that they cannot influence by their actions. The conventional wisdom of management accounting‚ as reflected in textbooks‚ advocates that the evaluation of a
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