April 2007
People Management;4/19/2007, Vol. 13 Issue 8, p58
The article discusses the case of a human resource (HR) manager who introduced changes to the system of appraisals. The goals of the organisation have been established and line managers were encouraged to work out individuals' targets in a way that the goals were reflected. However, comments on employees' performance tend to be vague and no evidence was found that staff are responding to the process either. Solutions to the problem are given by Investors in People's Simon Jones, Intough Consulting's Terry Russell and Toshiba's Susan Stevens.


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