Recounts the experiences of a line manager and consultant, and his attempts to transform performance appraisal for the benefit of the individual, manager and organization. Describes the methods by which appraisal was handed back to the staff, using upward feedback from internal customers and...

Reports on the 360‐degree appraisal, introduced at British Aerospace′s Military Aircraft Division, to link the division′s organizational development strategy with its management development programme. Focuses on the improved teamwork, enhanced personnel management skills and task...

Learning from others must be planned in such a way that there is maximum co‐operation and goodwill. Managers will, no doubt have to make presentations to their colleagues and discussions will be needed to decide on how to influence others to get decisions made. The higher up in the...

Appraisal of performance, although thought of as a good idea, needs to be done well, otherwise major problems can arise. Looks at a case in an engineering company where the author was asked to do a management review of 10 per cent of the 4,000 staff by questionnaire. Includes examples of the...

Suggests that successful managers develop practical theories or frameworks to guide their decision making and problem solving. Describes how managers developed a framework for focusing performance appraisal, training and career development opportunities in a long‐term care hospital.

Texaco in the UK introduced self‐development using 360° feedback as part of the company’s quest to move away from hierarchical management. Describes the firm’s Mpower initiative.

Purpose – The article aims to provide an insight into the perspectives and possibilities of implementing the performance‐related pay in the Estonian general educational schools. It also aims to test two propositions regarding factors that influence school performance and teachers' and school...

A significant emphasis on investing in people by training and development, plus the use of job sharing, nursery provision and part‐time working which ensures a high, staff retention rate, all contribute to making Sainsbury′s the UK′s leading supermarket retailer.