{"title":"下属对管理者的评价:NHS的一个有用工具。","authors":"P Reid, G Levy","doi":"10.1108/09552069710166698","DOIUrl":null,"url":null,"abstract":"<p><p>Problems in recruiting and retaining professional staff are an ongoing concern to many NHS Trusts and professional heads of service. There is evidence from a wide variety of sources that direct line managers are frequently cited as a source of worker's stress and a cause of staff turnover. Reviews these issues and suggests subordinate appraisal of managers as one possible response.</p>","PeriodicalId":79611,"journal":{"name":"Health manpower management","volume":"23 2-3","pages":"68-72"},"PeriodicalIF":0.0000,"publicationDate":"1997-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/09552069710166698","citationCount":"13","resultStr":"{\"title\":\"Subordinate appraisal of managers: a useful tool for the NHS.\",\"authors\":\"P Reid, G Levy\",\"doi\":\"10.1108/09552069710166698\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p><p>Problems in recruiting and retaining professional staff are an ongoing concern to many NHS Trusts and professional heads of service. There is evidence from a wide variety of sources that direct line managers are frequently cited as a source of worker's stress and a cause of staff turnover. Reviews these issues and suggests subordinate appraisal of managers as one possible response.</p>\",\"PeriodicalId\":79611,\"journal\":{\"name\":\"Health manpower management\",\"volume\":\"23 2-3\",\"pages\":\"68-72\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"1997-01-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://sci-hub-pdf.com/10.1108/09552069710166698\",\"citationCount\":\"13\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Health manpower management\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/09552069710166698\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Health manpower management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/09552069710166698","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Subordinate appraisal of managers: a useful tool for the NHS.
Problems in recruiting and retaining professional staff are an ongoing concern to many NHS Trusts and professional heads of service. There is evidence from a wide variety of sources that direct line managers are frequently cited as a source of worker's stress and a cause of staff turnover. Reviews these issues and suggests subordinate appraisal of managers as one possible response.