Assessing your appraisal style
1982
Sanzotta, Donald
Managers exhibit 1 of 4 styles as they attempt to change people through performance appraisals. The avoider seeks to minimize confrontation; as a result many problems are not addressed. The resigner allows cynicism to obscure his power and he overlooks his ability to control. The demander is straightforward, sets goals and either gets the best from employees or inhibits creativity and confidence. The developer coaches and suggests, is sensitive to employees and can usually make good workers better. A case study demonstrates how to change the styles. Style selection is based on personal preference but the effective manager can step back and observe the effects of a particular style and adjust it as the need arises. (kbc)
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