How Bosses can Best Eliminate Self-interest in Staff Evaluations

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dc.contributor.author Bellows, Scott
dc.date.accessioned 2016-04-07T12:11:58Z
dc.date.available 2016-04-07T12:11:58Z
dc.date.issued 2016
dc.identifier.uri http://erepo.usiu.ac.ke/11732/2336
dc.description An article on the Business Daily Newspaper by Professor Scott serves as the Director of the New Economy Venture Accelerator (NEVA) and Chair of the Faculty Senate at the United States International University-Africa, en_US
dc.description.abstract We loathe when others misrepresent our work or profit from us without partaking. Further, nothing reflects employee angst more in an organisation than the ubiquitous annual performance review. Despite Business Talk discussing the negative effects and demotivation of evaluations on 12 July 2013 along with other research in many publications, the practice still flourishes throughout Kenyan firms. Notwithstanding the anxiety that slows down work and the unconscious bias of supervisors, research conducted by Julie Rosaza and Marie Claire Villeval at the University of Montpellier and the University of Lyon in France show yet another startling trend during performance reviews. Managers actually lie. Supervisors do not just record little simple fictitious statements that slightly exaggerate or understate an employee’s performance. Managers out and out lie with stunning depth and frequency. The researchers found that bosses lie more than 33 per cent of the time on employee performance reviews. en_US
dc.publisher Business Daily en_US
dc.subject How Bosses can Best Eliminate Self-interest in Staff Evaluations en_US
dc.title How Bosses can Best Eliminate Self-interest in Staff Evaluations en_US
dc.type Article en_US

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