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Total quality management (TQM) was developed for the private sector, but has also been proven useful in the public sector. Although performance measurement methods are needed to evaluate TQM programs, very few studies have been done to improve them. To remedy this deficiency, a performance measurement method called the Total Organizational Performance System (TOPS) was developed. The TOPS is consistent with TQM principles and emphasizes measures of effectiveness rather than efficiency. It can be adjusted to the unique needs of public agencies and has a simple procedure to compare measures across various TQM programs and public agency units.

The impact of the developmental assessment center system on the workplace performance of managers was examined using a sample of 76 managers divided into two groups: one randomly selected and the other a control group. An emphasis was placed on the analysis of the evaluation system's efficacy and the use of performance rating measures that are behaviorally-based. The results showed substantive differences between the control and experimental groups in relation to six dimensions of performance. Significant differences were also observed between the total scores for managerial performance and for second-order variables. Thus, the analysis of results indicated that the development assessment center system had a generally positive effect on managerial performance. However, it was also concluded that further research on the assessment center system was required before more generalizations on this management development process could be obtained.

Principals act as instructional and communicational leaders while fulfilling assessment responsibilities that have changed dramatically to include a large number of areas. Principal training programs need to remedy assessment competency, training and resources to correspond to the changed role of principals. Licensing requirements should include assessment competency training for principals as a prerequisite for the job.

A study to analyze the developmental results of quality circles (QCs) on promotions and job performance surveyed 118 QC members and 118 non-QC members. Research results reveal that after 12 months, QC members received significantly higher performance ratings and were promoted more often than non-QC members. Developmental properties which contributed to these results include employee development, increased visibility, positive evaluation bias, and anticipatory socialization.

Past research suggests that choice in deciding the features of a task can enhance performance. Independent of the quality of performance, choice may also increase the actor's confidence by providing a secondary source of subjective control during the task. In two studies designed to examine this augmentation hypothesis, college students were asked to read and understand a short story. Study 1 revealed that those who selected names to be used in the story felt more confident about their performance than did those who were assigned names, although the groups in fact performed equally. Study 2 revealed that the enhancement was not due to anticipatory confidence, arguing against the possibility that choice was operating as a performance cue. The findings are interpreted in relation to perceived control and implications for motivation and competence are discussed.

Three case studies were conducted to determine if management ability is a function of the right or left cerebral hemisphere. The first study group consisted of 23 bank employees who were given visuospatial tests that favor the right hemisphere. The second study group included 33 managers in a health care institution who were tested for both right and left cerebral cognitive functions. The third study included 55 airline managers who were compared as to the complexity and magnitude of their jobs. Results suggest that specialized abilities of the right and left hemispheres interact with job complexity and magnitude.

An evaluation system based on objective descriptions of behavioral characteristics is constructed. The purpose of the system is to judge organizational consultants in a fair manner with minimal participation of superiors. Leadership theory is applied to analyze the behavior of the consultants. Three investigative questionnaires are analyzed: a self-generalized list of items, the influence analysis questionnaire, and an overall evaluation. Two dominant leadership patterns of consultants emerge. The method is a useful instrument for judging leadership effectiveness in organizations.