How managers can sabotage their own development
Abstract
Several years ago, the author of this article was involved in a study of the performance appraisal system in a large company. The task was to examine to a somewhat confident form of performance appraisal. The format required the appraise to give a self-assessment of his performance on the basis of which his reporting officer gave his confidential assessment, identified developmental needs and forwarded it to the personnel department.
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