Managing performance appraisal systems

Combines an examination of current theory with practice in organizations. Key issues covered include identifying the objectives of appraisals, designing appraisal systems, choosing the right method of appraisal, selecting the personnel and monitoring the effectiveness of appraisal systems

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Bibliographic Details
Main Author: Anderson, Gordon C.
Format: Book
Published: Oxford : Blackwell Business, ©1993.
Series:HRM in action
Subjects:
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020 |a 0631186859 
040 |a MUL  |b eng  |e AACR 
082 |a 658.3 AND 
100 |a Anderson, Gordon C. 
245 |a Managing performance appraisal systems  |c / Gordon C. Anderson 
260 |a Oxford :  |b Blackwell Business,  |c ©1993. 
300 |a  x, 200 p. :   |b ill. ;   |c 23 cm. 
440 |a  HRM in action 
504 |a Includes index 
505 |a Foreword / Brian Towers 1. Performance Appraisal: The Wider Context and Emerging Trends 2. Identifying the Objectives of Performance Appraisal 3. Evaluating Appraisal Options 4. Sources of Performance Appraisal 5. Developing the Performance Appraisal System 6. Implementation Issues 7. Encouraging Employee Involvement 8. Operating the Performance Appraisal System: The Importance of the Appraisal Interview 9. Managing Linkages Between Performance Appraisal and Pay 10. Managing the Relationship of Performance Appraisal and Career Development 11. Integrating Performance Appraisal with Coaching, Counselling and Mentoring 12. Monitoring and Reviewing Performance Appraisal 13. Case Studies A. Scottish Nuclear Ltd B. Fife Education Authority 
520 |a Combines an examination of current theory with practice in organizations. Key issues covered include identifying the objectives of appraisals, designing appraisal systems, choosing the right method of appraisal, selecting the personnel and monitoring the effectiveness of appraisal systems 
546 |a eng 
650 |a Employees--Rating of 
942 |c BK 
999 |c 9536  |d 9536