How to Treat High-Achieving Managers
| dc.contributor.author | Hinkin, Timothy R. | |
| dc.date.accessioned | 2020-09-12T21:04:04Z | |
| dc.date.available | 2020-09-12T21:04:04Z | |
| dc.date.issued | 1991-10-01 | |
| dc.description.abstract | [Excerpt] Many financial institutions today experience major conflicts between their subordinates’ needs for performance feedback and managers’ willingness and ability to satisfy those needs. A considerable body of research suggests that most subordinates desire feedback regarding their performance. In contrast, the results of many years of study have found that managers are often hesitant to provide feedback, as illustrated by the following findings. | |
| dc.description.legacydownloads | Hinkin44_How_to_Treat_High_Acheiving_Managers.pdf: 34 downloads, before Aug. 1, 2020. | |
| dc.identifier.other | 6141196 | |
| dc.identifier.uri | https://hdl.handle.net/1813/71660 | |
| dc.language.iso | en_US | |
| dc.rights | Required Publisher Statement: © Consumer Bankers Association. Reprinted with permission. All rights reserved. | |
| dc.subject | financial management | |
| dc.subject | managers | |
| dc.subject | employee recognition | |
| dc.title | How to Treat High-Achieving Managers | |
| dc.type | article | |
| local.authorAffiliation | Hinkin, Timothy R.: trh2@cornell.edu Cornell University |
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