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Journal Articles
Human Resource Management International Digest (2025) 33 (4): 8–9.
Published: 15 April 2025
... and places the articles in context. Findings This paper identified that the feedback and training that can be provided within gig economies can help employees within this sector. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only...
Journal Articles
Human Resource Management International Digest (2024) 32 (1): 5–6.
Published: 25 September 2023
... in context. Findings Researchers based in Portugal showed in a study how individual personal growth initiative (PGI) mediates the relationship between human errors and job crafting. The results also revealed how feedback from leadership had the opposite moderating effect to what was expected – the higher...
Journal Articles
Journal Articles
Human Resource Management International Digest (2019) 27 (5): 9–12.
Published: 23 July 2019
... reactions. Managerial support will also encourage improved relationships and performance, as well as encourage further discussions. © Emerald Publishing Limited 2019 Emerald Publishing Limited Licensed re-use rights only Performance review Feedback Feedforward Evaluation Psychology...
Journal Articles
Human Resource Management International Digest (2016) 24 (6): 27–29.
Published: 08 August 2016
... regarding work than prior generations. The paper seeks to draw attention to one specific area of management practice - delivering negative feedback - and explore how the knowledge may be changing as a new generation of workers enter the workplace. Design/methodology/approach The literature...
Journal Articles
Human Resource Management International Digest (2014) 22 (4): 40–43.
Published: 03 June 2014
...M.S. Rao Purpose – The purpose of this paper is to present tips for leaders on receiving and giving feedback. Design/methodology/approach – Various types of feedback and the difference between feedback and criticism have been described. Findings – It has been emphasized that leaders...
Journal Articles
Human Resource Management International Digest (2013) 21 (3): 19–21.
Published: 26 April 2013
... mean that the ideal candidate is the person who has been overlooked. Candidates rejected by software rather than by a human recruiter often feel bitter about the lack of constructive feedback to help them prepare for their next application. However, some firms are getting it right with transparent...
Journal Articles
Human Resource Management International Digest (2013) 21 (2): 37–40.
Published: 15 March 2013
...Ann Betz Purpose The purpose of this paper is to explain how to provide effective feedback. Design/methodology/approach The paper considers three impediments to effective feedback – the pain of social rejection, the fact that people tend to listen from their dominant brain...
Journal Articles
Human Resource Management International Digest (2012) 20 (3)
Published: 01 June 2012
...F. Anseel © Emerald Group Publishing Limited 2012 --> Feedback Goals Motivation Performance Performance management Article Type: Abstracts From: Human Resource Management International Digest, Volume 20, Issue 3 Anseel F., Van Yperen N.W., Janssen O. and Duyck...
Journal Articles
Human Resource Management International Digest (2011) 19 (7)
Published: 18 October 2011
... © Emerald Group Publishing Limited 2011 --> Performance appraisal Performance management Feedback Article Type: Abstracts From: Human Resource Management International Digest, Volume 19, Issue 7 Pyrillis R. Workforce Management (USA) , May 2011, Vol. 90 No. 5...
Journal Articles
Human Resource Management International Digest (2010) 18 (2)
Published: 23 March 2010
...R. Rigby © Emerald Group Publishing Limited 2010 --> Surveys Feedback Employee involvement Benchmarking Morale Article Type: Abstracts From: Human Resource Management International Digest, Volume 18, Issue 2 Rigby R. Management Today (UK), October 2009...
Journal Articles
Journal Articles
Human Resource Management International Digest (2007) 15 (6)
Published: 04 September 2007
...S. Cook © Emerald Group Publishing Limited 2007 --> Performance management Corporate culture Feedback Motivation United Kingdom Accentuate the positive (performance improvement) Cook S. , MacaulayS.  Training Journal (UK), May 2007, Start page: 28...
Journal Articles
Human Resource Management International Digest (2007) 15 (2)
Published: 27 March 2007
... Purpose – To assess the value of 360-degree feedback within corporate USA. Design/methodology/approach – Questions whether the 360-degree feedback process is an effective and reliable way of assessing a leader’s performance. Reviews the variant views within the literature on the benefits...
Journal Articles
Human Resource Management International Digest (2004) 12 (4): 10–12.
Published: 01 June 2004
... Museums are not only about exhibits, but also about the people who work with them and interpret them for the public. A 360‐degree feedback system has helped London’s Victoria and Albert to develop the skills of its people and cement its reputation as one of the world’s leading museums of art...
Journal Articles
Journal Articles
Journal Articles
Human Resource Management International Digest (2003) 11 (7): 26–28.
Published: 01 December 2003
... doing the appraising – feel any better about the prospect. They are possibly just as nervous about the procedure, maybe even more so. Being criticized about your performance at work is bad enough, but having to dish out that critical feedback can be just as bad. Performance management Feedback...
Journal Articles
Human Resource Management International Digest (2003) 11 (6): 13–15.
Published: 01 November 2003
... Bexley Council, one of the top three London boroughs in the UK government’s most recent local‐government performance‐indicator results, has introduced a new 360‐degree appraisal program for senior management. © MCB UP Limited 2003 Performance appraisal Feedback Top management Local...
Journal Articles
Human Resource Management International Digest (2003) 11 (3): 24–26.
Published: 01 June 2003
... in the workplace. © MCB UP Limited 2003 Teams Gender Response flexibility Feedback From this it is possible to conclude that male‐dominated work teams will be less receptive to negative feedback in the performance of tasks perceived as traditionally male‐orientated, while the opposite...

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