Upward appraisal involves staff having a formal input into their manager’s or supervisor’s performance appraisal. Reviews the rationale for the adoption of upward appraisal systems for manager’s, and identifies a number of key factors likely to contribute towards the more widespread use of...

Introduces the job perceptual discrepancies index (JPDI), which is based on an empirical study of social workers and their team supervisors and was created by comparing supervisors’ and subordinates’ evaluations of the levels of importance of the various tasks in the subordinates’ job. The...

Purpose – To describe and analyse the Compagnons du Devoir (CdD), a French Compagnonnage ; that is, a labour brotherhood and a community of practice; and to identify the reasons for its success as a human resource development system (HRD). Design/methodology/approach – A one‐off case study...

Reviews the available evidence on the use of human resource management consultants, and examines the findings from a study of their use in manufacturing in the North‐East of England. Also considers the following questions: What types of consultants are used and in what areas? How is the HRM...

Examines managers′ attitudes to the use of upward and the more traditional downward performance appraisal systems. The results are drawn from a survey of UK managers. Finds that upward appraisal is viewed as being generally less acceptable than “traditional” appraisal systems. Potential...

Service organisations are striving to increase the quality of the services they offer. They are also using a wide variety of people management techniques. These two activities can sometimes come into conflict. This article examines a variety of management practices, particularly from human...