| dc.contributor.author | Rao, T. V. | |
| dc.date.accessioned | 2010-09-16T09:38:08Z | |
| dc.date.available | 2010-09-16T09:38:08Z | |
| dc.date.copyright | 1981-12 | |
| dc.date.issued | 1981-09-16T09:38:08Z | |
| dc.identifier.citation | Indian Management, December 1981, 20, 12, pp. 34-36 | en |
| dc.identifier.uri | http://hdl.handle.net/11718/8727 | |
| dc.description.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. | |
| dc.language.iso | en | en |
| dc.title | How managers can sabotage their own development | en |
| dc.type | Article | en |
