 |
…managers dislike (a few even dread) giving performance appraisals; they want to get them over with as quickly as possible and with as little trouble as possible.
|
318 |
 |
…feedback needs to proceed from a manager’s intentions to help and guide his employees. The goal should be learning, not venting, shaming, or lambasting.
|
323 |
 |
It is easier for employees to accept the need for improvement… when they believe that management basically likes what they do and is helping them do it even better.
|
324 |
 |
Only under duress will employees pay attention to feedback from managers who know little or nothing about the workers’ jobs.
|
329 |
 |
…receiving recognition for one’s achievements is among the most fundamental of human needs…
|
331 |
 |
Psychologically healthy people want to be recognized for their genuine achievements and are concerned primarily with the opinions of those whom they admire…
|
332 |
 |
…people want honest and deserved acknowledgement of their contributions and, when received, it is greatly appreciated. Don’t spoil it.
|
339 |
 |
Employees typically do not want their colleagues fired, but they become… supportive if they believe that management has done whatever is reasonable to help the employee improve and has otherwise treated him fairly.
|
345 |
 |
Taking time to rest and socialize is nothing to worry about; in fact, it should be encouraged.
|
354 |
 |
…committing to employees in fundamental respects pays off big time over the long term.
|
391 |
