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- 02:00, 9 September 2025 Cybernetic Perspective (hist | edit) [9,585 bytes] Flc (talk | contribs) (Created page with "right|600px =Introduction= While traditional management systems rely on a top-down, command-and-control hierarchy, cybernetic models view an organization as a self-regulating system that uses feedback to maintain its goals. Performance measurement is seen as an important component of cybernetic models that include goal setting and predictive models to facilitate decisions of alternative actions. =Generalities= The origin of the cyber...")
- 19:43, 28 August 2025 PCM (hist | edit) [2,898 bytes] Flc (talk | contribs) (Created page with "=Generalities= PCM (Process Communication Model) is the brainchild of American researcher of transactional analysis and clinical psychologist Taibi Kahler in the 1970s. PCM is maintained and distributed by Kahler Communications, Inc., based in Nashville, Tennessee. Kahler worked on distress behaviors possessed by everyone and identified conditions that individuals need to thrive. He evidenced six personality types that people can connect to and can lead to positive chan...")
- 19:16, 28 August 2025 Fascinate (hist | edit) [6,551 bytes] Flc (talk | contribs) (Created page with "=Generalities= The Fascinet assessment was devised by Sally Hogshead. It is published by Fascinate, Inc. based in Orlando, Florida. The system was formerly known as Anthem. The author explains that the system was based on branding rather than psychology, on how others see you rather than how you see yourself. The system not only promotes self-awareness but also enables everyone to value and brand themselves according to their personality and how they present themselves....")
- 18:24, 28 August 2025 API Potential (hist | edit) [1,604 bytes] Flc (talk | contribs) (Created page with "=Generalities= The Applicant Potential Inventory (API) is distributed by FifthTheroy LLC based in Chicago, USA [2025. It was formerly published by Pearson Reid, London House, UK [2006]. The API was initially created in the 1980s. It is one of 400 proprietary assessments, as well as other assessments built on demand by FifthTheory, designed to measure personality dimensions in the workplace, including those relevant to jobs in security and healthcare. =Assessment=...")
- 18:15, 28 August 2025 API Krug (hist | edit) [2,878 bytes] Flc (talk | contribs) (Created page with "=Generalities= API stands for Adult Personality Inventory, not to be confused with the assessment of the same name, standing for Applicant Potential Inventory. The API was developed by Samuel E. Krug in 1984. Krug is a psychometrician and founder of Metritech based in Champaign, Illinois. API was distributed by the Buros Institute, Secure Point, and a few other distributors [2006]. PSI Services LLC published it. The publication was discontinued in February 2020. =Asse...")
- 18:11, 28 August 2025 AlterEgo (hist | edit) [1,103 bytes] Flc (talk | contribs) (Created page with "=Generalities= AlterEgo was created in 1994 and distributed by ECPA, Paris, France. The company was later acquired by Pearson. The test was popular in France in the 1990s. Its publication was later discontinued. =Assessment= AlterEgo used to measure five factors corresponding to the Big Five theory when it was devised, with labels that have evolved since then and conveyed different meanings. The administration time is 20 to 30 min for a forced-choice questionnaire comp...")
- 05:55, 28 August 2025 Working Genius (hist | edit) [200 bytes] Flc (talk | contribs) (Created page with "This assessment technique has already been reviewed at GRI, but we haven't published about it yet. Email us at contact@gri.co if you are interested in the results. Category:Personality Assessment")
- 05:54, 28 August 2025 WWT (hist | edit) [200 bytes] Flc (talk | contribs) (Created page with "This assessment technique has already been reviewed at GRI, but we haven't published about it yet. Email us at contact@gri.co if you are interested in the results. Category:Personality Assessment")
- 05:53, 28 August 2025 PI (hist | edit) [200 bytes] Flc (talk | contribs) (Created page with "This assessment technique has already been reviewed at GRI, but we haven't published about it yet. Email us at contact@gri.co if you are interested in the results. Category:Personality Assessment")
- 05:08, 28 August 2025 Business Chemistry (hist | edit) [200 bytes] Flc (talk | contribs) (Created page with "This assessment technique has already been reviewed at GRI, but we haven't published about it yet. Email us at contact@gri.co if you are interested in the results. Category:Personality Assessment")
- 03:26, 28 August 2025 AcuMax (hist | edit) [2,428 bytes] Flc (talk | contribs) (Created page with "=Generalities= The AcuMax Index (sometimes referred to as AI) was devised by Jay Hawreluk at the end of the 1990s. The company AcuMax, which publishes and distributes the Acumax Index, is based in Dearborn, Michigan. =Assessment= The assessment format is an adjective list with two questions, one about oneself and the other about adapting to the environment. The result is four core factors called A, B, C, D, with two profiles referred to as the “Natural Self” and...")
- 23:30, 27 August 2025 41q (hist | edit) [1,181 bytes] Flc (talk | contribs) (Created page with "=Generalities= 41q is a free online personality test that the publisher says was devised from Jung’s personality theory and the four types of the Myers-Briggs. The publisher further asserts that the calculation of the relationship compatibility match is inspired by the theory of Socionics and Antoni Kepinski’s theory of information metabolism. A Swedish company publishes the survey. =Assessment= The assessment is a forced-choice questionnaire. Participants are as...")
- 23:17, 27 August 2025 16 Personalities (hist | edit) [8,417 bytes] Flc (talk | contribs) (Created page with "=Generalities= 16 Personalities is a free online test, as well as a low-cost option. The theory originates from the MBTI, from which 16 Personalities borrowed its four dimensions, adding a fifth one. The publisher MyPersonality is based in Los Angeles, California. =Assessment= The 16 Personalities test consists of 60 distinct statements, such as “You see meaning in the little things around you” that participants score on a five-point Likert scale. The publisher s...")
- 17:49, 26 August 2025 Disruptive vs Normative Behaviors (hist | edit) [11,996 bytes] Flc (talk | contribs) (Created page with "right|450px The indications below aim to give general information on the profiles and behaviors analyzed with a factor-based approach, with two fundamental tendencies: normative behaviors versus disruptive behaviors. =Disruptive Behaviors= For these disruptive behaviors, factor 1 is High (to the right), and factor 4 is Low (to the left) and lower than factor 1 (to the left). Cf. Figure 1. center|400px Fig...")
- 05:37, 18 August 2025 Interviews (hist | edit) [8,720 bytes] Flc (talk | contribs) (Created page with "=Introduction= right|400px Remote or in-person contact during an interview is undoubtedly the most natural way of getting to know people. The purposes of the interviews are multiple. They can, for example, be used to collect information and descriptions for a selection, serve as a support for an orientation advice, or be part of a performance review. =Generalities= The interview process varies greatly. Some interviews only last five...")
- 18:03, 17 August 2025 Biodata and Resume (hist | edit) [10,955 bytes] Flc (talk | contribs) (Created page with "=Introduction= right|550px Biodata refers to a person’s historical information. This is the generic term for online resume, such as those from LinkedIn, a curriculum vitae in PDF or paper format, a personal website, or digital biodata from social websites. Biodata is also collected from HRM websites as part of a recruitment process. =Generalities= The information collected is either structured, as is the case when collected with for...")
- 04:47, 17 August 2025 Assessment Techniques - Characteristics (hist | edit) [13,330 bytes] Flc (talk | contribs) (Created page with "=Introduction= right|550px This article analyzes the characteristics of assessment techniques and the role of personality in their use and effect on performance. =Assessment Techniques= We’ve identified 21 techniques that are used to assess people in organizations and for a variety of applications such as recruitment, coaching, or management. Those techniques were regrouped under four categories: parallel techniques, semi-formal techniqu...")
- 06:05, 16 August 2025 Assessment Techniques (hist | edit) [15,573 bytes] Flc (talk | contribs) (Created page with "right|450px This article examines how assessment techniques are categorized. In GRI’s research model, assessment techniques are analyzed along with their usage and impact on performance as the diagram on the right suggests. Here, the focus is on the characteristics and qualities of the assessment techniques. =Generalities= Assessment techniques are used for understanding people, including ourselves, and our organisations. Since the adve...")
- 19:13, 13 August 2025 Operationalizing Performance (hist | edit) [4,758 bytes] Flc (talk | contribs) (Created page with "right|400px The adaptive profiles possess several characteristics that are important for understanding, implementing, and managing individual and organizational performance. The six key characteristics of the measures included in the profiles are the following: <ul> <li>The behavioral nature of the measures and, therefore, their ability to be observed, shared, and learned from.</li> <li>The capacity to concentrate significant meaning...")
- 17:43, 13 August 2025 Performance at Heart (hist | edit) [3,131 bytes] Flc (talk | contribs) (Created page with "right|450px Individual performance is modeled by adaptive profiles that are made up of three graphs, like the one on the right. right|400px =What the Profiles Tell= The profile informs about a person’s most natural way to perform (Natural, the graph at the botom), the perception to adapt to the environment (Role, the graph in the middle) and how both graphs translate into the effective way to pe...")
- 17:03, 13 August 2025 Performance Challenges (hist | edit) [5,129 bytes] Flc (talk | contribs) (Created page with "right|450px There is little consensus on the concept of performance. Its multiple definitions and shifting aspects are problematic. =Generalities= The notion of performance covers certain necessities. It is well related to the notion of achieving objectives and constraints<ref>Simon, H. A. (1964). Theories of Bounded Rationality. CIP Working Paper #66. Carnegie Institute of Technology.</ref>. Five points of consensus in performance resea...") originally created as "Performance Challenges as a Construct"
- 21:47, 12 August 2025 Performance Models (hist | edit) [13,847 bytes] Flc (talk | contribs) (Created page with "Assessing Performance The concept of performance is consistently present in organizations, both in practice and theory. It is this concept that has guided our work at GRI. Can people and organizations better perform with better assessment techniques, and how so? And how should we define performance? To the first question, in short, better assessing people’s social behaviors has provided invaluable insights and new methods to improve individual performance, as well a...") originally created as "Assessing Performance"
- 23:28, 11 August 2025 Efficiency versus Performance (hist | edit) [4,988 bytes] Flc (talk | contribs) (Created page with "Performance and efficiency are often used interchangeably, but performance involves understanding the result being achieved, while efficiency does not, and instead emphasizes the resources used to produce that result. When the two meanings are combined, it mixes the two notions of producing according to expectations, while getting maximum output with minimum expense. When a car’s engine performs, this means it delivers the power, speed, or other metrics expected from...") originally created as "Performance versus Efficiency"
- 19:17, 11 August 2025 Organization Metaphors (hist | edit) [4,558 bytes] Flc (talk | contribs) (Created page with "Here is a list of metaphors used for helping understand organizations, their components, relationships, and people, and a particular focus on some of those components depending on the situation. ===Organization as a healthy entity<ref>Bennis, W. G. (1962). Towards a “truly” scientific management: The concept of organization health. Industrial Management Review, 4(1), 1–28.</ref>=== Organizations are healthy, organic, living entities that have three key characteri...") originally created as "Organization Metaphores"
- 23:25, 8 August 2025 Organizational Performance Measurement (hist | edit) [12,538 bytes] Flc (talk | contribs) (Created page with " right|600px GRI adaptive profiles measure people’s unique ways of performing, acting, and how the environment influences them to adapt and get engaged. The profiles can also be used to convey the general behavior of a team, department, or an entire organization. The shortcomings or functional problems of an organization can be highlighted by taking into account the behavioral requirements of its market, the internal needs of the or...") originally created as "Organizational Performance - Its Measurement"
- 22:17, 6 August 2025 Non Performance (hist | edit) [4,107 bytes] Flc (talk | contribs) (Created page with "right|600px Non-Performance is one of seven approaches used to manage individual and organizational performance that we've identified at GRI. The non-performance model is defined on the assumption that it is easier, more precise, consensual, and beneficial to address performance by problems and faults than by skills and performance criteria<ref>Cameron, K. S. (1984). The Effectiveness of Ineffectiveness. Research in Organizationa...")
- 19:35, 6 August 2025 Performance by Values (hist | edit) [23,797 bytes] Flc (talk | contribs) (Created page with "right|600px Individual preferences and values offer a distinct way to analyse an organization’s performance compared to other approaches on systems and objectives. At an individual level, values are typically defined as the fundamental principles, beliefs, and ideals that a person holds as important in their life. At an organizational level, they are the set of core beliefs and principles that an organization considers important to guid...")
- 18:47, 6 August 2025 Systems' Performance (hist | edit) [14,577 bytes] Flc (talk | contribs) (Created page with "Performance by systems is one of seven approaches used to manage individual and organizational performance that we've identified at GRI. Systems-based or systemic performance models emphasize the importance of an organization's means, such as inputs, outputs, resource acquisition, and processes. The design of the organization is based on an open system approach; inputs, transformation processes, and outputs are viewed as parts of a whole rather than independent component...") originally created as "Performance by Systems"
- 15:49, 6 August 2025 Objectives or Goals (hist | edit) [3,111 bytes] Flc (talk | contribs) (Created page with " While people often use "goals," "objectives," or even "targets" interchangeably, especially in casual conversation, there are distinct differences in their semantics within the context of Organizational Development (OD). The concepts work together in a hierarchical way and serve different purposes. ==Goals== A goal is a broad, long-term, and overarching statement that describes an organization's desired future state or outcome. Goals provide direction and purpose, al...")
- 00:27, 6 August 2025 Performance by Objectives (hist | edit) [14,080 bytes] Flc (talk | contribs) (Created page with "right|600px Different types of goal-oriented performance models are anlyzed in this document. The models mostly differ in their level of focus: some are about reaching a future state, while others concentrate on immediate operational goals. The performance by objective typically relates to the first option, which provides guidance for the organization. After the orientation and objectives are established, performance can be assess...")
- 00:24, 6 August 2025 Stakeholders' Performance (hist | edit) [19,926 bytes] Flc (talk | contribs) (Created page with "right|600px Stakeholder performance models emphasize the expectations of individuals and interest groups that are either within or surrounding the organization<ref>Connoly, T., Colon E. M., Deutch, S. J. (1980). Organizational effectiveness: a multiple constituency approach. Academy of Management review, 5, 211-218.<br/>Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Pitman.</ref>. With these models, the organiza...") originally created as "Performance by Stakeholders"
