This is one of those papers where the title sounds vaguely legitimate, but the underlying analysis is only tangentially related to the topic. Also, consider<p><i>&quot;less attention has been paid to the question of how to manage those workers on the opposite side of the spectrum: those who are harmful to organizational
performance.&quot;</i><p>Which is complete rubbish--GE placed a huge focus on doing performance reviews and culling the &quot;bottom 10%&quot;. A practcice which started a trend (called forced ranking) that grew to include many of the fortune 500, in cluding perhaps famously Microsoft.<p>Its either a bafflingly careless omission or a cynical gesture to pretend this topic is somehow &quot;under the radar&quot; in business school or corporate HR departments.