While often loathed by supervisors and subordinates alike, appraisals are necessary precursors of performance improvement. This helpful collection examines the employee review process from many angles, exploring why we dislike it, how it could be better, and how appraisals should differ depending on the employee in question. Whether concerned with retaining stars, guiding underperformers,or improving their own performance--readers will learn to approach appraisals in new and more productive ways.
The series is designed to bring today’s managers and professionals the funda-mentaI informatiOn they need to stay competitive in a fast-moving world.From the preeminent thinkers whose work has deftned an enti re field to the rising sta FS who wiII redefiRe the way we think about business,here a re the Ieading minds and Iandmark ideas that have established the Harvard Business Review as requi red readina for ambitious businesspeople in organizations a round the globe.
Management by Whose Objectives?
HARRY LEVINSON
Fear of Feedback
JAY M. JACKMAN AND MYRA H. STROBER
A New Game Plan for C Players
BETH AXELROD, HELEN HANDFIELD-JONES, AND
ED MICHAELS
Getting 360-Degree Feedback Right
MAURY A. PEIPERL
Taking Time Seriously in Evaluating Jobs
ELLIOTT JAQUES
Job Sculpting:
The Art of Retaining Your Best People
TIMOTHY BUTLER AND JAMES WALDROOP
The Young and the Clueless
KERRY A. BUNKER, KATHY E. KRAM, AND SHARON TING
Saving Your Rookie Managers from Themselves
CAROL A. WALKER
About the Contributors
Index