000			02602nam a22002897a 4500
008			201228201228b ||||| |||| 00| 0 eng d
020			_a0470007885, 9780470007884 _c4400
035			_a43558
037			_fХандив
040			_cУА
041			_aENG
042			_a4836
082			_2ДАА
082			_a658.3'1
082			_bD-25
100			_aDauten, Dale A.
245		0	_aGreat employees only: how gifted bosses hire and de-hire their way to success
250			_a0
260			_aCanada _bJohn Wiley & Sons, Inc _c2006
300			_a200
490			_v0
500			_aA mediocre employee in your group is more than one mediocre employee--he or she is a human multiplier-effect, to the downside. If you have even one mediocre employee, you have announced to the world that mediocrity is okay by you, while conceding that you are willing to slow the entire group for the sake of the worst employee. Thus, allowing that one person to stay is not being kind or generous; it's dangerous. It's dangerous for the individual, who knows that, at some level, he or she is doing second-rate work, and who you are locking into mediocrity, and it is dangerous for the group, which is slowed and distracted. --from (Great) Employees ...
505			_a0
520			_aA mediocre employee in your group is more than one mediocre employee--he or she is a human multiplier-effect, to the downside. If you have even one mediocre employee, you have announced to the world that mediocrity is okay by you, while conceding that you are willing to slow the entire group for the sake of the worst employee. Thus, allowing that one person to stay is not being kind or generous; it's dangerous. It's dangerous for the individual, who knows that, at some level, he or she is doing second-rate work, and who you are locking into mediocrity, and it is dangerous for the group, which is slowed and distracted. --from (Great) Employees ...
653			_aBusiness & Economics / Human Resources & Personnel Management ,Workplace Culture ,Employee selection ,Employees - Attitudes ,Executive ability
942			_2ddc _cBK
999			_c11343 _d11343