Subordinate appraisal: a valuable source of information about managers

Article Abstract:

Subordinate appraisals of managers often are more valid than appraisals by the managers' superiors. In addition, subordinate appraisal programs enhance employee morale and job satisfaction. Although the use of subordinate appraisals has so far been limited, a few companies (such as IBM, Ford and RCA) have been using subordinate appraisals for feedback and as aids when making personnel decisions .According to a recent survey, managerial areas that subordinates are qualified to rate include: leadership, information dissemination, and environment monitoring. Potential problems in subordinate appraisals include lack of subordinate ability or training, management attempts to undermine the subordinate appraisal system, and concerns about repercussions on subordinates. A checklist for an effective subordinate appraisal system is provided.

Performance, Innovations, International Business Machines Corp., Ford Motor Co., Executive ability, Employee counseling, RCA Corp., Middle managers

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Executive stock ownership after the acquisition

Article Abstract:

The ways in which a business which purchases another firm replaces the acquired firm's executive stock options are considered. It is suggested that the failure or success of an acquisition may depend on appropriate resolution of these issues. Examples of key issues that must be addressed in managing acquired company executives are: the current and future expense of providing incentives, tax consequences, and integration plans.

Finance, Acquisitions and mergers, Employee stock options

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The relationship between performance appraisal criterion specificity and statistical evidence of discrimination

Article Abstract:

A research was conducted to investigate the impact of performance criterion specificity on adverse impact resulting from performance appraisal. Performance appraisal is often at the center of equal employment opportunity litigation involving promotions and terminations.

United States, Employee Evaluation, Evaluation, Influence, Employment discrimination

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