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Purpose
The purpose of this paper is to share findings from consulting engagements on performance reviews.
Design/methodology/approach
A case‐study method was used to demonstrate the obstacles to what maintains many organizations.
Practical implications
The paper outlines deliberate steps that will transform the performance review process by shifting responsibility to the employee.
Originality/value
The paper provides new insights on effective performance reviews.
© Emerald Group Publishing Limited
2009
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