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Management Performance Appraisal

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Abstract

As stated by many writers, the most important resource that an organization has is its employees, and every manager has a responsibility to the organization to make good use of this resource. He also has a responsibility to the employees under his control, to guide them, to train and develop them, and last but not least to provide them with information: about the organization, about the business and about their performance. This responsibility is an essential element of the manager’s job, and he needs to be trained to do it just as effectively as he is expected to perform all his other managerial and technical duties.

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References

  1. Drucker P. The practice of management. Harper, 1954.

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  2. Eilon S. Aspects of management (second edition). Pergamon Press, 1979.

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  3. Maslow A. H. Motivation and personality. Harper, 1954.

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  4. McGregor D (1957) An uneasy look at performance appraisal. Harvard Business Review, 1957; 35:, 89–94. Also in his collection of essays Leadership and motivation (chapt 12). MIT Press, 1966.

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  5. Taylor F. W. Scientific management (incorporating: Shop management, The principles of scientific management and testimony before the Special House Committee). Harper, 1911, reprinted 1947.

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© 1999 Springer Science+Business Media New York

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Eilon, S. (1999). Management Performance Appraisal. In: Management Strategies. Springer, Boston, MA. https://doi.org/10.1007/978-1-4615-4585-9_22

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  • DOI: https://doi.org/10.1007/978-1-4615-4585-9_22

  • Publisher Name: Springer, Boston, MA

  • Print ISBN: 978-1-4613-7071-0

  • Online ISBN: 978-1-4615-4585-9

  • eBook Packages: Springer Book Archive

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