ABSTRACT
To make common men do uncommon things: the test of performance – Focus on strength – Practices, not preachments – The danger of safe mediocrity – ‘You can’t get rich but you won’t get fired’ – ‘We can’t promote him but he has been here too long to get fired’ – The need for appraisal – Appraisal by performance and for strengths – Compensation as reward and incentive – Does delayed compensation pay? – Over-emphasizing promotion – A rational promotion system – The ‘life and death’ decisions – Managers’ self-examination of the spirit of their organization – Whom not to appoint to management jobs – What about leadership?
