The people skills behind the appraisal process

Abstract

Terry Gillen, training specialist, argues that irrespective of how good performance‐appraisal processes are, their effectiveness is often restricted by two facts: managers’ enthusiasm for appraisal rarely matches that of HR and, despite some training, managers are usually more skilled at the technicalities of their function than working with staff to manage and develop their performance.

Citation

Gillen, T. (2007), "The people skills behind the appraisal process", Strategic HR Review, Vol. 6 No. 4, pp. 4-4. https://doi.org/10.1108/14754390980000973