While often loathed by supervisors and subordinates alike, appraisals are necessary precursors of performance improvement. This helpful collection examines the employee review process from many angles, exploring why we dislike it, how it could be better, and how appraisals should differ depending on the employee in question. Whether concerned with retaining stars, guiding underperformers,or improving their own performance--readers will learn to approach appraisals in new and more productive ways.

The series is designed to bring today’s managers and professionals the funda-mentaI informatiOn they need to stay competitive in a fast-moving world．From the preeminent thinkers whose work has deftned an enti re field to the rising sta FS who wiII redefiRe the way we think about business，here a re the Ieading minds and Iandmark ideas that have established the Harvard Business Review as requi red readina for ambitious businesspeople in organizations a round the globe．

Management by Whose Objectives?

HARRY LEVINSON

Fear of Feedback

JAY M. JACKMAN AND MYRA H. STROBER

A New Game Plan for C Players

BETH AXELROD, HELEN HANDFIELD-JONES, AND

ED MICHAELS

Getting 360-Degree Feedback Right

MAURY A. PEIPERL

Taking Time Seriously in Evaluating Jobs

ELLIOTT JAQUES

Job Sculpting:

The Art of Retaining Your Best People

TIMOTHY BUTLER AND JAMES WALDROOP

The Young and the Clueless

KERRY A. BUNKER, KATHY E. KRAM, AND SHARON TING

Saving Your Rookie Managers from Themselves

CAROL A. WALKER

About the Contributors

Index