Reveals there is a strong connection between counselling and active staff development, and that similar behaviours can be used to accomplish both goals. Provides an explanation of client‐centred counselling and the more familiar crisis counselling, and links them to development counselling. Indicates how managers can effectively conduct reviews of staff performance, stating active staff development is the most important and least regarded activity engaged in at work. Gives examples of typical staff appraisals and states how development counselling needs a higher level of skill than crisis counselling. Concludes that most managers cannot change staff behaviour without giving orders.
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