Degree Type


Date of Award


Degree Name

Doctor of Philosophy


Hotel, Restaurant and Institutional Management

First Advisor

Jeannie Sneed

Second Advisor

Cheryl Hausafus


The purpose of this study was to identify processes and effectiveness of performance appraisal for professional hall directors in large residence hall systems as viewed by hall directors and their supervisors. The study identified that differences exist between perceptions of hall directors and supervisors concerning practices of performance appraisal. Competencies of effective hall directors were identified.;Sample was comprised of 54 universities with residence systems housing 4001 or more residents that employ professional hall directors and were members of ACUHO-I. Forty-eight of 53 institutions (90.6%) provided data. A total of 358 of 586 hall directors (61.1% response rate) and 108 of 168 supervisors (64.3% response rate) responded.;A four-part instrument was designed using a literature review, Delphi Technique, and two focus groups. Part I included 49 competencies that were rated on levels of importance. Part II identified institutional practices for performance appraisal. Part III included recommended appraisal practices and levels of agreement on their presence. Part IV provided demographic information.;SPSS version 10 was used for analysis. Descriptive statistics, including means, standard deviations, and frequencies were generated. Inferential statistics to test hypotheses were employed. Multivariate analysis of variance (MANOVA) was used to compare means on dependent variables across levels of main effects. Level of significance was .05.;Nine competency factors were identified: Self-Management, Strategic Planning, Human Resource Management, Student Development, Counseling and Intervention, Global Knowledge and Inclusiveness, Operations Management Communication and Group Skills. Hall directors and supervisors rated these competency factors differently based on four predictor variables. The competency factors can be used to update position descriptions and performance expectations.;Nine performance appraisal practice factors were identified: Communication Exchange, Performance Feedback, Position Description and Responsibilities, Developmental Strategies, Hall Director Involvement, Outcomes and Decisions, Evaluator Traits, Developmental Priorities, and Direct Report Involvement. Hall directors and supervisors rated the performance appraisal practice factors differently on three predictor variables.;Performance appraisal factors can be used to assist hall directors in mastering competencies. A comprehensive and inclusive performance appraisal practice designed to develop professional competencies is recommended.



Digital Repository @ Iowa State University,

Copyright Owner

Peter Donald Englin



Proquest ID


File Format


File Size

188 pages