Examines managers′ attitudes to the use of upward and the more traditional downward performance appraisal systems. The results are drawn from a survey of UK managers. Finds that upward appraisal is viewed as being generally less acceptable than “traditional” appraisal systems. Potential...

Suggests that once companies introduce 360‐degree feedback, it becomes an established part of their performance appraisal system. Provides reasons why one‐dimensional feedback is often not enough, and how 360‐degree feedback can increase individuals’ awareness of how they are perceived....

The paper looks at different aspects of compensation management in Polandbased corporations. It identifies geography, ownership and industry as the most important factors for wage differentiation within the Polish labor market. Another essential finding is that the companies primarily use...

The paper looks at different aspects of compensation management in Polandbased corporations. It identifies geography, ownership and industry as the most important factors for wage differentiation within the Polish labor market. Another essential finding is that the companies primarily use...

Questions the real purpose of performance appraisal and describes how it is best achieved. Notes that criticism breeds defensiveness but performance feedback can be done without criticism. Discusses effective performance evaluation and the use of self‐evaluation. Concludes that performance...

Purpose – The purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own...