Access the full text.
Sign up today, get DeepDyve free for 14 days.
C. Cooper, Makin, P. Makin (1983)
Psychology for Managers
C. Rogers (1958)
THE CHARACTERISTICS OF A HELPING RELATIONSHIPThe Personnel and Guidance Journal, 37
C. Argyris
Overcoming Organisational Defenses
G.A. Randall
Staff Appraisal
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.
Employee Counselling Today – Emerald Publishing
Published: Jun 1, 1994
Keywords: Counselling; Employee development; Management attitudes; Performance appraisal; Personnel psychology
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.