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The transition to the information age is shifting the decision‐making authority structure in organizations from political systems and subjective appraisals to management systems and objective personnel evaluations. The critical need to adopt the management system and objective evaluation procedures is based on the truism that timely, relevant, accurate feedback is a primary motivator of people.

In discussing the general approach to management and supervisory training in Nigeria in Part II of this article, attention will be given to:

Staff appraisal is an aspect of personnel management with which it is unlikely to find companies expressing their satisfaction. If they already have a method, they are in search of a better one; if not, they are on the look‐out for one which is new and effective.

In many large organisations appraisal systems are an essential component in professional personnel practice. However, there are many difficulties in managing formal appraisals and in some places the system has decayed into disrepute and disuse. To managers in the small company the costs of implementing such a system may appear to outweigh the potential benefits. This paper examines some of these issues and describes how one small company attempted to develop its own appraisal system.

Performance appraisals generally occur to provide documentation for current and future personnel decisions such as promotions, salary increases, staff development, and disciplinary reasons. After surveying library literature, it is apparent that most academic library administrations implement some type of performance appraisal, but a disparity exists regarding the process itself, the ultimate goals sought and those actually achieved. This situation emanates from the lack of objectives adhered to in conducting performance appraisals. This article will address the diversity existent in the performance appraisal process and the reasons for these differences.

Performance evaluation is one of the most crucial, yet least understood functions of organisational life. In higher education for example, this issue arouses the emotions and consumes the time and the energy of both faculty and administrators as few others do.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

This article presents an investigation of the suitability of using quantitative or qualitative data for individual competencies assessment. Specifically, the primary purpose of this article is to identify if the results provided by quantitative and qualitative instruments focused on individual competencies are convergent.

In order to do the investigation proposed, a survey on individual competencies comprising a group of employees of the administrative area of a steel company was carried out. A total of 268 evaluations were collected and analyzed.

The analysis of the employee's performance appraisals provided by ratings and narrative comments indicates a low correlation between these assessments. The reasons for such low correlation include the qualitative assessments variability, the restricted list of competencies used in the quantitative assessments and the analytical format of quantitative assessments.

The study indicates that quantitative and qualitative assessments should be carried out jointly so that they can generate more comprehensive results. When the combined use is not possible, the quantitative approach is better suited for assessing performance, while the qualitative approach provides more valuable insights for boosting people development processes.

CHAPLIN'S Modern Times depicted a harassed little worker who spent his days making a simple movement with a spanner on an assembly line. In any reshowing we laugh at him as the archetype of an outmoded era because many sections of industry know him no more. His descendants have escaped such drudgery and in the process ushered in a quiet revolution.

SINCE this is the last time I shall write this page as editor of Work Study I crave your forbearance if it tends to have a more personal note than usual. Of necessity communication through the printed word lacks the intimacy of personal contact. After fifteen years of writing for the same readership I sometimes feel the intense curiosity Bernard Shaw revealed in a letter to a schoolgirl which I was privileged to read. ‘I confess’ he wrote, ‘that I should even like to know what sort of looking animal you are.’