Appraisal pitfalls and the training implications – part 1

Industrial and Commercial Training

Volumn 35, Issue 7, 2003, Pages 280-284

  Rees, W David ^a   Porter, Christine ^b  

^a UNIVERSITY OF WESTMINSTER   (United Kingdom)

^b UNIVERSITY OF WESTMINSTER   (United Kingdom)

Author keywords

360 degree feedback; Feedback; Objectives; Training needs

Indexed keywords

EID: 84986116654     PISSN: 00197858     EISSN: None     Source Type: Journal    
DOI: 10.1108/00197850310501677     Document Type: Article

References (8)

1. Coens, T. and Jenkins, M. (2000), Abolishing Performance Appraisal – Why They Backfire and What They Do Instead, Barrett-Koehler Publishers Inc., San Francisco, CA.
2. Cooper, C. (2000), “Civil Service forced to axe ‘ineffective’ pay systems”, People Management, 17 February.
3. Fletcher, C. (1993), “An Idea whose time has gone?”, Personnel Management, September.
4. Harris, L. (2001), “Rewarding employee performance; line managers’ values, beliefs and perspectives”, International Journal of Human Resource Management, Vol. 12 No. 7, pp. 1182-2001.
5. Marsden, D.W. and French, S. (1998), What a Performance: Performance-related Pay in the Public Services, Special report, Centre for Economic Performance, London School of Economics, London.
6. Rees, W.D. and Porter, C. (1998), “Employee participation and managerial style (the key variable)”, Industrial and Commercial Training, Vol. 30 No. 6.
7. Rees, W.D. and Porter, C. (2001), Skills of Management, Thomson Learning, London.
8. Watson, A.J. (1994), In Search of Management; Chaos and Control in Management Culture, International Thomson Business Press, London.