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Standard disclosure: we may earn money from the companies mentioned in this post. Visit my disclosure page for more info
I am in bed, having the worst cold ever. Of course it is not the worst ever, it just feels that way. My head is stuffed and so is my brain. Instead of writing something informative, thought-provoking or self-bitching, I decided to write something that hopefully will give my readers a glimpse of who is behind this blog.
This post is not about my reasoning for rent or buy decisions, high risk life insurance, or cause of unemployment. I don't even write about these things, right? This post actually was prompted by Joe who blogs at Retire By 40. He thought I am in my twenties and was surprised to learn that I am older than he. It made me think that I need to properly introduce myself to my readers.
Without any further ado:
- I will be 39 years old this spring (this should explain the title of this post.)
- I speak three languages: Russian, Lithuanian and English.
- I am agnostic (note: it is very different from atheist, don't be confused!) Yes, I don't go to church.
- I became a U.S. citizen in 2009.
- 2012 will be my first presidential election that I can vote. Finally!
- I've been living in the U.S. 12 years.
- I don't cook at home. Beaker does.
- I hate cleaning.
- I worry a lot about everything.
- I don't watch sports. Not even basketball or ice skating.
- I don't watch reality TV (because it sucks big time). My TV habit is good. Relatively.
- I relax the most when I read or mindlessly stare at the ocean.
- I drink a lot of green tea. And coffee.
- My favorite meat is lamb.
- I am a home body.
- I am addicted to a runner's high.
- I am addicted to blogging.
- I love hiking, and I think that I don't do it enough.
- I don't like lifting weights but I think that I do it a lot.
- I cry at weddings.
- I cry at movies.
- I cry, reading a good and sad book.
- I think Harry Potter is overrated.
- I think Valentine's is overrated.
- I always wanted to study English language and Russian literature, but instead I studied Library Science and Accounting.
- My favorite food is sushi.
- I prefer white wine to red.
- I am afraid to fly. You don't want to sit next to me on a plane. Ever.
- I love horror movies.
- I acted in school theatre.
- I talk to my mother almost every day. But I don't see her often enough.
- I live in Utah where we claim that we have the greatest snow on Earth, but I don't ski.
- I prefer to live in a condo rather than in a house.
- I want a pink FIAT. Seriously.
- I hate clutter but I am good at creating it.
- I feel lonely on my birthdays. Always.
- I am a gambler (but thankfully I'm not the addictive type.)
- I would like to retire in Paris.
- I am a receipt hoarder.


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If you're looking for a porcelain oriental table lamp, you're in the right place. I don't know about you, but for me, porcelain is surrounded with that special air of old-world elegance and somehow implies great respect for tradition. A hand-painted porcelain lamp will make a fabulous gift for someone who is sensitive enough to appreciate it.
Porcelain 33" H Table Lamp with Rectangular Shade
It is a table lamp that has got a rectangular shade and is made of light blue crackle porcelain. It has got a very adorable look and is great for bedroom, living room and more. It adds style and beauty to any home.
Porcelain 24" H Table Lamp with Empire Shade
It is a table lamp that has got an empire shade, 24 inches high and is made of porcelain. If you looking for a table lamp with oriental pattern you need to buy this one. It is perfect for office space, bedroom and living room.
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Lend a pop of color to your living room or master suite with this handcrafted porcelain table lamp, showcasing a turquoise base and contrasting box shade. ...
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Lovely color and shape.
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Porcelain Table Lamp
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Crafted from fine porcelain and featuring a beautiful chinoiserie-inspired motif, this eye-catching table lamp casts a stylish glow over your bedside or favo...
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orient islamic calligraphy porcelain table lamp with Uzbek Ikat Tischlampe No:2
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- Oriental Furniture Asian Decor Accent, 22-Inch Ming Ceramic Spice Jar Oriental Lamp with Pagoda Shade, JCOX 695 -
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Porcelain Geisha Table Lamp, Lovely Retro Oriental Design!
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Oriental Danny Blue Gourd Table Lamp, Reg $504.00, Now $189.00 (8/14/2013). On Clearance @ www.myhabit.com. Limited Quantity. Porcelain base, 3-way twist switch, uses a 60-watt max type A bulb. Material type: Porcelain, Metal, Textile; Dimensions: L 16",
Bedside lamp. Because I need one.
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Oriental Butterfly and Dragonfly Porcelain Mini Lamp Who doesn't love butterflies, dragonflies and flowers! This Oriental porcelain mini lamp brings joy even to the tightest spot. Rectangular cut corner off white shade. 40 watts. (19"Hx10"Wx8"D Base: 4"x
Oriental Furniture Porcelain Scallops Jar 22" H Table Lamp with Bell Shade

subset: commoncrawl


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Nostradamus Ate My Hamster Paperback
by Robert Rankin
DO HOLOGRAMS DREAM OF ELECTRIC CINEMA? He wanted Hollywood. He got Brentford. He wanted Spielberg. He got Fudgepacker. He got who? Fudgepacker. Ernest Fudgepacker. Directed all those weird B-movies back in the Fifties. Whatever happened to him? He retired. Opened Fudgepacker's Emporium, a prop house catering to the more bizarre needs of the film industry. Amazing place. There you could hire anything from shrunken heads to a pickled homunculus. Trouble is, they just don't make that kind of movie any more. Ernie's going bust. In fact, if he can't come up with some big bucks pretty damn quick, he's going to lose the business. It will take a miracle to save him now. Young Master Robert believes in miracles. He has a dream. He wants to star in movies alongside The Greats. The Golden Greats. The dead Golden Greats. He's a boy boffin with computers and he's invented this system that could put the stars of yesteryear right back up there on the screen. Next to him. He's written a script and he's got piles of money (his dad owns the brewery), but Hollywood isn't keen. And Mr Spielberg didn't ring back. The lad needs a director and Ernie needs the dosh, and Ernie only lives up the road. Could this be the perfect partnership? Well, it could be...but then this is Brentford and when you make movies in this neck of the woods, you can be sure of a BIG surprise. And when Brentford takes on Hollywood, then Hollywood had better pack up and head for the hills.
- Format: Paperback
- Pages: 320 pages
- Publisher: Transworld Publishers Ltd
- Publication Date: 05/06/1997
- Category: Science fiction
Free Home Delivery
on all orders
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KB2846960 not in Microsoft Update Catalog - Can I import it manually into the WSUS server? Thx
Lawrence Garvin, M.S., MCITP:EA, MCDBA, MCSA SolarWinds Head Geek Microsoft MVP - Software Packaging, Deployment & Servicing (2005-2013) My MVP Profile: http://mvp.support.microsoft.com/profile/Lawrence.Garvin http://www.solarwinds.com/gotmicrosoft The views expressed on this post are mine and do not necessarily reflect the views of SolarWinds.
Microsoft is conducting an online survey to understand your opinion of the Technet Web site. If you choose to participate, the online survey will be presented to you when you leave the Technet Web site.
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This French promo 12″ release of "The Voice" by Mavis Staples features the Extended Remix Edit as remixed by Prince. This track was only released on vinyl.
Posts Tagged 'Paisley Park Records'
Ingrid Chavez (1991) Heaven Must Be Near / Hippy Blood UK 2×12″ Promo
This promo only 2-record 12″ set from the UK features the only official releases of these "Heaven Must Be Near" remixes from Ingrid Chavez.
The Family (1985) The Screams Of Passion 12″ Promo
This 12″ promo from The Family features the 3:10 edit version of "The Screams Of Passion" on both sides. That edit has never been available on CD.
Sheila E. (1986) Love On A Blue Train JAP 7″
This vinyl rip of the Japanese 7″ release of Sheila E.'s "Love On A Blue Train" is the only source for the Single Edit version. It was released in 1986.
Prince (1992) 7 12″
Prince's 7 12″ release features the "After 6 Long Version" and "Acoustic Version" along with "After 6 Edit" and "Album Edit", credited to Keith "KC" Cohen.
Prince (1992) My Name Is Prince 12″
The "My Name Is Prince" 12″ featured the 12″ Club Mix, House Mix, Original Mix Edit and Hard Core 12″ Mix plus the "Sexy M.F. (12″ Mix)".
Prince (1991) Gett Off 12″
This vinyl rip from the commercial 12″ of Prince's "Gett Off" includes 3 remixes plus "Violet The Organ Grinder", "Gangster Glam" and "Clockin' The Jizz".
Prince (1988) I Wish U Heaven 12″
"I Wish U Heaven" was the final single from 'Lovesexy'. The 12″ "Part 1, 2 & 3" version was 10:Something long and b/w the full version of "Scarlet Pussy".
Prince (1988) Alphabet St. 12″
"Alphabet St." was the first single from Prince's 'Lovesexy' LP and a Top 10 hit in 1988. The b-side is "Alphabet St. (This is not music, this is a trip)".
Prince (1986) Anotherloverholenyohead 12″
The "Anotherloverholenyohead" 12″ from Prince features the vinyl only extended version on the a-side with the LP Version of "Girls & Boys" on the flip.
Prince (1985) Pop Life 12″
Prince's "Pop Life" 12″ features Fresh Dance Mixes of "Pop Life" & "Hello". The a-side remix is by Sheila E. The b-side is a rarity in the digital world.
Prince (1985) Raspberry Beret 12″
This 1985 12″ release by Prince brought us two wonderful "new" mixes of "Raspberry Beret" and the non-album b-side "She's Always In My Hair".
Prince (1992) The Morning Papers EUR 7″
"The Morning Papers" backed with "Live 4 Love" was the final single from Prince's "Symbol" album of 1992. The single reached #44 on the Hot 100.
Prince (1992) 7 UK 7″
The best selling single from Prince's "Symbol" album of 1992 was "7". This UK 7″ single includes an acoustic version as the b-side.
Prince (1992) My Name Is Prince 7″
The second single from Prince's "Symbol" album was "My Name Is Prince" a Top 40 single in 1992. The b-side is "Sexy Mutha" a clean edit of "Sexy MF"
Prince (1992) Sexy MF 7″
"Sexy MF" was the lead single from Prince's "Symbol" album of 1992. The single was released Jun 30, 1992 with "Strollin'" as the b-side.
Prince (1992) Money Don't Matter 2 Night UK 7″
Prince's final single release from 'Diamonds & Pearls' in the US was "Money Don't Matter 2 Night". This UK 7″ single featured "Call The Law" on the b-side.
Prince (1991) Diamonds and Pearls UK 7″
The title-track from 'Diamonds and Pearls', the album's fourth single, reached #3 on the Hot 100 and became Prince's 8th and final #1 on the R&B charts.
Prince (1991) Insatiable 7″
"Insatiable", Prince's the third single released from 'Diamonds & Pearls' reached #3 on the R&B charts but didn't reach the Top 40 on the pop charts.
Prince (1991) Cream 12″
"Cream" was Prince's last single to appear at the top of Billboard's Hot 100 singles chart on November 9 and 16, 1991. It was #1 for 2 weeks.
Prince (1991) Gett Off Promo 12″
The Gett Off Promo 12″ features 3 tracks available only on this vinyl release: "Urge Dub", "Rosie's Dub" & "Flutestramental". "Gett Off" was a #1 Dance hit.
Prince (1990) New Power Generation 12″
"New Power Generation" was Prince's second single from the 'Graffiti Bridge' album/soundtrack. It was a Top 40 hit on the R&B charts in 1990.
Prince (1990) Thieves In The Temple 12″
"Thieves in the Temple", was Prince's lead single from the 'Graffiti Bridge' soundtrack, it topped the R&B charts and reached the Top 10 on the Hot 100.
Prince (1985) Raspberry Beret 7″
This is a wonderful Prince record featuring "Raspberry Beret" and the b-side "She's Always In My Hair". It was the first single on Paisley Park Records.
George Clinton (1993) Martial Law 12″ Promo 2×12
Hey, it's bonus discs time, July is over and today is the first day of August. 2014 is over halfway gone! Anyway, before we move on to regular postings on the blog, let's visit one more record with Prince ties to finish out the week. George Clinton's "Martial Law (Hey Man… Smell My Finger)" is the subject today. It's a promo 2-record set on red & green vinyl. The first record is labeled as the Clean Disc and the second is the X-Rated Deep Down & Dirty Mixes Disc. I swear, I developed Carpal Tunnel syndrome just typing up the track list! (Oh, apologies for the marks on the labels, the previous owner is the guilty party.)


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The Political World Map shows the boundaries of all independent nations as well as some dependent territories.
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In the political world map, some of the borders are created by geological features such as mountains and rivers, while others are solely politically demarcated. The map follows the latest globally accepted standards for national boundaries.
As represented on the world map, some countries like Brazil, Australia, the USA, and Indonesia have long coastlines, while others are completely landlocked like Bhutan, Switzerland, Mongolia, and Lesotho.
The world political map shows dependent territories such as Greenland and the Faroe Islands of Denmark, as well as the French Overseas Territories, which are geographically and culturally distinct, enjoying some degree of autonomy but are not independent states.
The globe map also represents the Special Administrative Regions like Hong Kong SAR and Macau SAR that possess most of the characteristics of an independent nation under the one country two systems' policy. These territories enjoy substantial autonomy, yet are integral parts of the People's Republic of China. It is the division of the world into separate political entities that denote the political boundaries.


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Use the tools below to refine your search by only displaying reviews with a certain number of star ratings or to only show reviews from a certain time period. Eg click on '1 star' to just display the reviews we have which received a 1 star rating click or 'Within the last month' to display just reviews posted over the last month.
Written on: 23/03/2013
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Written on: 21/07/2009
HSBC Basic Bank Account does exactly what it says, basic bank account for a few simple transactions per month.
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Written on: 20/11/2008 by bankered (1 review written)
My biggest mistake was opening a basic account with HSBC. If you make three mistakes they close you down. That could be just having a direct debit come in 'early'. It doesn't matter if the amount is very small - under ten pounds - it will not be paid out but you will be penalised. If you make three 'mistakes' they close you down and you are left with no account and they give you a bad credit rating so you cannot open another basic account any where else. Those three mistakes could happen in one… Read Full Review
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This account offers a card with which you can withdraw £200 daily, and thats it. Nothing else, not even if you go to branch… Read Full Review
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Every year, hundreds of international students from over 60 countries study with us. Our rich multi-cultural environment ensures that our students benefit from holistic education and develop global perspectives. You are welcome to join the University of Ghana community!
'We both promise to share our profound memories of our time in Ghana. We are very sad to be leaving this beautiful country and wonderful community.' Claire O'Manique and Megan Reilly (International Students) 2014, USA


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What Is Performance Appraisal Business Essay
Published: Last Edited:
This essay has been submitted by a student. This is not an example of the work written by our professional essay writers.
So, the study is taken to know about performance appraisal, how the employees do their job in Hamdard Wakf Laboratories. Employees are satisfied with the work they are doing or not. After what period the jobs of employee have been evaluated (i.e., monthly, quarterly, half-yearly or annually).For what purpose their jobs have been evaluate either for administrative purpose or for self improvement & Which type of method (traditional or modern method )of performance appraisal is using in Hamdard Wakf Laboratories.
The objective of the study is to gain the knowledge about how the Performance appraisal is done in Hamdard Wakf Laboratories & how they are implementing it in the company.
Since organizations exist to achieve goals, the degree of success that individual employees have in reaching their individual goals is important in determining organizational effectiveness. The assessment of how successful employees have been at meeting their individual goals, therefore, becomes a critical part of HRM. This leads us to the topic of performance appraisal.
People differ in their abilities and aptitudes. These differences are natural to a great extent and cannot be eliminated even by giving the same basic education and training to them. There will be some differences in the quality and quantity of work done by different employees even on the same job. Therefore, it is necessary for management to know these differences so that the employees having better abilities may be rewarded and the wrong placements of employees may be rectified through transfers. The individual employee may also like to know the level of his performance in comparison to his fellow employees so that he may improve on it. Thus, there is a great need to have suitable performance appraisal system to measure the relative merit of each employee.
The basic purpose of performance appraisal is to facilitate orderly determination of an employee's worth to the organization of which he is a part. However, a fair determination of the worth of an employee can take place only by appraising numerous factors some of which are highly subjective, as for instant, attendance, while others are highly subjective, as for instant, attitude and personality. The objective factor can be assessed accurately on the basis of records maintained by the Human resource or personnel Department, but there is no device to measure the subjective factor precisely. Notwithstanding this, appraisal of these factors must be done to achieve the full appreciation of every employee merit.
Performance appraisal goes by various names such as performance evaluation, progress rating, merit rating, merit evaluation, etc. But in this chapter, we shall use the terms performance appraisal and merit rating to denote the appraisal of the performance of the employees of an organization.
Performance appraisal means systematic evaluation of the personality and performance of each employee by his supervisor or some other person trained in the techniques of merit rating. It employs various rating techniques for comparing individual employees in a work group, in term of personal qualities or deficiencies and the requirements of their respective jobs. To quote dale Yoder," performance appraisal includes all formal procedures used to evaluate personalities and contribution and potential of group members in a working organization. It is a continuous process to secure information necessary for making correct and objective decisions on employees." The comparison of performance with job requirements helps in finding out the merit of individual employees in a week group. Supervisor or an independent appraiser may do rating.
Performance appraisal is a formal program in an organization, which is concerned with not only the contribution of the members who form part of the organization, but aims at spotting the potential also. The satisfactory performance is only a part of the system as a whole and the management needs more information than mere performance ratings of the subordinates. There are no two opinions about the necessity of performance appraisal, which can meet requirements of the management to achieve the organizational goals.
Performance appraisal is the systematic evaluation of the individual with respect to his performance on the job and his potential for development. Performance appraisal is concerned with determining the differences among the employees working in the organization. Generally, the individual's immediate superior in the organization and whose performance is reviewed in turn by his superior does the evaluation. Thus, everyone in Performance appraisal employs rating techniques for comparing individual employees in the work group, in terms of personal qualities or deficiencies and the requirements of their respective jobs
The strength of any organization is its people, If people are attended to properly by recognizing their talents, developing their capabilities and utilizing them appropriately, organizations are likely to be dynamic and grow fast. Ultimately the variety of tasks in any organization have to be accomplished by the people In any case one of the important process goals of any dynamic organization is to ensure that its people are capable of doing the variety of tasks associated with their roles/positions. Some of these tasks may be prescribed, well understood and defined well, whereas some of them may not be all that clear and the employees themselves may have to identify these. Therefore, achievement of this process goal requires the organization to be sensitive to the role requirements on the one hand and the employee capabilities on the other hand.
People may be treated as resources available for the organization. By nature, unlike other resources, these resources are dynamic. Unlike the physical resources, human resources have the capability of expanding to unlimited extents. This is because with proper investments the human capabilities can be multiplied. When the capabilities of people in any organization are multiplied, the organization has wide choices to make for performing different functions. Such as availability of resources also helps the organization in its growth in terms of diversification, expansion, vitality, dimensions, etc.
Human beings also have a need to grow and develop themselves professionally. Development needs to be monitored in terms of matching it with organizational requirements.
Therefore, any organization, interested in developing the capabilities of its employees, should understand the nature of capabilities required to perform different functions as well as the dynamics underlying the development of these capabilities in an organizational context.
There is a great degree of unhappiness all around with performance appraisals; rarely does one come across managers who are happy with the appraisal systems in their organizations. When such a great degree of unhappiness exists about them, why should we continue to have them? But managers find it difficult to do without them because in the absence of an appraisal mechanism, however weak it may be, it is difficult to get work out of people. It is a good mechanism to control people. Employees want promotions, they want salary increments, they want good work conditions, they would like to be placed in prestigious positions, and would like to be transferred to places of their choice and like jobs giving them maximum satisfaction, and so on. And performance appraisal is one mechanism to make sure that people at every level do things the way their bosses want them to do. Thus the bosses at every level strive for better ratings of their own performance by assessing the performance of their subordinates and thus controlling their behaviour. The bosses are also not happy because their bosses rate their performance confidentially rather than communicating and trying to help them improve. The bosses are unhappy because the form-filling has become a ritual. Year after year they have to fill the same forms for employee after employee The personnel departments are unhappy because most of the forms are never received on time. The personnel departments are also not happy because managers keep on making liberal recommendations and placing demands on the personnel departments without looking into the organizational constraints. The top managements are unhappy because in spite of their efforts the quality of personnel seems to be declining day by day.
2.1.2 Some basic ASSUMPTIONS:
The proposed system is based on the following assumptions:-
(i)The organization wishes to use the managerial appraisal system not only for making certain important administrative decisions such as those relating to promotion, salary increase or nomination for training program, but also for purpose of improving the individual manager's performance, for strengthening superior-subordinate relationships, and for achieving the company's business goals more effectively.
(ii)The company considers employees development through the process of achievement of organizational objective of appraisal.
(iii)The company considers it desirable and feasible to set goal/objectives/targets for individual managers, at lease at some levels, or at lease to periodically define expectations of tasks to be accomplished, and of levels of accomplishments, in reasonably precise terms.
(iv)The company is prepared to view the appraisal process as not just an end-of-the-year exercise, as a set of activities separate from the process of managing performance, but as an ongoing process of goal setting, work planning and performance review, culminating in an annual exercise of documentation.
Introducing an appraisal system in an organization is not an isolated event. It is not just designing a new form to be filled in at the end of the year. An appraisal system can have major, extensive and long-term implications for the effective functioning of an organization. A number of important aspects such as the needs, the concerns and the capabilities of the organization, its traditions, the styles and the climate will have to examine. The possible effects of a new system on the other sub-systems of human resources management, such as promotion and compensation policies, will have to be considered. The introduction of a new system of appraisal in an organization, therefore, calls for careful planning of strategy, and very considerable preparation. The effectiveness of a system will depend, to a large extent, on the process through which the system is developed and introduced.
2.1.3 Initiation and STIMULATION:
The need for a change in an existing appraisal system in an organization may arise from many sources and in many different ways. For example, the decision-makers may find the information contained in the appraisal reports to be inadequate or of poor quality, and they may find it difficult to make decisions on the basis of such information. The organization may decide to introduce new styles and process of management such as-
MBO, for example, for improving effectiveness and that may call for change in the appraisal system. Appraisers may find the system irrelevant the futile; appraises may find the system unfair and threatening. In public sector organizations, often the officers' Associations question the accuracy and objectivity of appraisals and demand change.
2.1.4 Commitment of the Top Management:
Whatever the sources of concern of initial stimulus for change, the decision to introduce change will always have to be made at the top. A move for a change in the performance appraisal system, which may not be just making certain cosmetic changes to make the thing look better, or adding some fancy frills here and there but may have fairly extensive and long range implications for managerial effectiveness, would require strong support and commitment from the top.
184.108.40.206 task FORCE:
Once the top management has made a decision to review the system, a task force should be appointed to critically examine the existing system and to design a new one. Typically, this would involve; (i) a thorough examination of the existing system in relation to its purposes and identification of its strengths and weaknesses; (ii) determining of the primary purposes or the different purposes for which the system can be, and should be used; (iii) exploration of various alternative systems and strategies; (iv) designing a new system; (v) preparations for introducing the new system; (vi) testing the system; and (vii) the implementation process.
After the Task Force has done its initial review and preparatory work, a series of work-shops should be organized in different units of the organization and at different levels of managerial hierarchy. The workshop participants will discuss the relevant issues, share and exchange their own experiences and problem and make their own suggestions for modifying the existing system or developing a new system.
22.214.171.124Approval of the Top MANAGEMENT:
Once a system has been designed and provisions have been made for alternative or collateral interventions for bringing about the necessary changes in the climate of the organization or in the relevant personal policies and procedures, the total package will need to be approved by the top management.
188.8.131.52 Preparations for installation of the SYSTEM:
In a large organization, a considerable amount of preparatory work will need to be done for introducing a new appraisal system. The amount of preparatory work will depend largely on the nature of the system proposed. It is observed that in many organization, system are sometimes introduced with the help of circulars, which are comprehensive in their descriptions and explanations of purposes, definitions of terminology used, rating classifications, procedures etc. But written communication in this area is usually ineffective unless it is backed up by carefully designed training programmes.
2.1.5 Communication and TRAINING:
Requirements of training programmes for introducing a new appraisal system in a large organization may be very considerable, indeed. Apart from explaining the purposes of the system, the contents of the appraisal from, the technology used, the mechanics and the procedure to be followed, the training efforts should particularly aim at the following :-
(1) To motivate the appraisers by promoting an awareness of the relationship of subordinate appraisal with their own effectiveness as managers.
(2) To develop an understanding and acceptance of the relevance and the rationable of the criteria use and the methods proposed. This should indeed be quite easy if, in the first place, the criteria, the standards and the methods have been developed democratically on the basis of a general consensus arrived at through workshop.
(3) To promote an awareness of the sources, mechanics and effects or rater biases (This is extremely important for improving the objectivity of appraisals).
(4) Development of appraisal skills, including interviewing or counseling skills.
(5) In systems envisaging MBO or goal-setting processes, an important requirement would be training for purposes of developing goal-setting skills.
(6) Interventions bases on behavioural sciences may be required for introducing participative approaches in appraisal.
2.1.6 Monitoring and Audit:
It is extremely important to monitor the working of an appraisal system on a regular basis and in a systematic manner. The quality of the appraisal report should be scrutinized carefully and information collected about the experiences of the users.
After the new system has been worked for about two years, it would be desirable to investigate its working in some detail. The investigation should be basically in the following areas:
(1) Whether the system has been implemented as it was designed and whether it is working as it was intended, i.e. whether the prescribed procedures and processes are being observed;
(2) To what extent is the new system achieving the objectives for which it was set up; and
(3) Whether the new system has created any new or unforeseen problems.
This procedure is being suggested, keeping in view the normal requirements, resources and capabilities of large organizations. The prescribed procedure may appear to be lengthy and time-consuming. But if the appraisal system is seen as important not only for certain administrative decisions, but from the point of view of total performance of the organization, then these efforts will be surely worthwhile. In fact, this procedure is essential for developing and introducing an effective appraisal system in an organization. In recent years, several large organizations, such as the State Bank of India, ITC, BHEL etc. have gone through similar processes and they have found the experience rewarding.
2.1.7 Purpose of Performance Appraisal:
The objective of performance appraisal fall in two categories:
Administrative; and
2) Self-improvement
Administrative Objectives.
a) Promotions:
This is the most important administrative use of performance appraisal. It is to the common interest of both the management and employees to promote employees onto position where they can most effectively utilize their abilities. It is mismanagement to promote employees into position where they cannot perform effectively at the time in question. A properly developed and administered performance appraisal system can aid in determining whether individuals should be considered for promotions. The system must rate the rate for the present job and his potentialities for the higher job. A person performing the job well does not necessarily mean that he is fit for promotion.
b) Transfers:
In an organization, it may be necessary to consider various types of personnel actions such as transfer, layoffs, demotions and discharges. In some cases, such actions are called for because of unsatisfactory performance while in other cases it may be called for due to economic conditions over which the organization has no control because of changes in production process. Such actions can be justified if they are based on performance appraisal.
c) Wage and Salary Administration:
In some cases, the wage increases are based on the performance appraisal reports. In some cases, appraisals and seniority are used in combination.
d) Training and Development:
An appropriate system of performance appraisal can be helpful in identifying the areas of skills or knowledge in which certain employees are not up to par, thus pointing out general training deficiencies which presumably should be corrected by additional training, discussions, or counseling. Performance appraisal can also help in spotting the talented employees so as to train and develop them to create an inventory of executive skills. It can also provide the areas where the employees/executives could be further trained and positioned to meet retirement and expansion situations.
e) Personnel Research:
Performance appraisal helps in research in the field of personnel management. Various theories in human relationship are outcome of efforts to find out the cause and effect relationship between the personnel and their performance.
2) Self Improvement.
The performance appraisals bring out the deficiencies and shortcomings of the employees. Performance appraisal helps human resource development in a way. A promotion minded individual could ask for the target programmes of a position he seeks and use the information given by performance appraisal to prepare him for the job and enhance his candidacy.
Performance appraisal also helps to spot out a person's ability to see an organization problem, devise ways of attracting it, translate his ideas into action, incorporate new information as it arises and carry his plans through the results. It highlights a sort of total managerial action in contrast to things they customarily factor out as conceptual entities-things such as planning function, leadership ability, or financial knowledge. The manager's selection will often be improved by this emphasis on the whole managerial job.
Why we need Performance Appraisal?
The important reasons or benefits, which justify the existence of a system of performance appraisal in an enterprise, are as under:
1) A good system of performance appraisal helps the supervisor to evaluate the performance of his employees systematically and periodically. It also helps to assign that work to individual for which they are best suited.
2) Performance rating helps in guiding and correction of employees. The supervisor may use the results of rating for the purpose of constructively guiding employees in the efficient performance of work.
3) The ability of the staff is recognized and can be adequately rewarded by giving them special increments.
4) Performance appraisal can be used as a basis of sound personnel policy in relation to transfers and promotions. If the performance of an employee is better than others, he can be recommended for promotion, but if a person is not doing well in a job, he may be transferred to some other job.
5) Ratings can be used to evaluate the effectiveness of training programmes. Merit rating reveals weaknesses of employees and the training programmes can be modified accordingly.
6) Performance appraisal provides an incentive to the employees to better their performance in a bid to improve their rating over others.
7) Systematic appraisals will prevent grievances and develop confidence amongst the employees if they are convinced of the impartial basis of evaluation. The record of merit rating is available in permanent form to protect the management against subsequent charges of discrimination, which might be leveled by the trade union leaders.
Performance Appraisal has a beneficial effect on both the persons doing the appraisal and being appraised. The appraisal brings prominently to the attention of supervisors or executives the importance of knowing their subordinates as human being. The necessity of performance appraisal leads the appraiser to a thoughtful analysis of people rated and tends to make him more alive to opportunities and responsibilities in developing the subordinates.
Performance appraisal may be undertaken either in terms of the attributes or traits of the employees i.e. skill, knowledge, experience, etc. (known as the trait approach) or with reference to the results achieved by the employees (appraisal by results).
Traditional Methods
Modern Methods
Ranking method
Rating-scale method
Graphic-scale method
Check-list method
Forced choice method
Forced distribution method
Critical incident method
Assessment center
Human Resource
Behaviorally Anchored Rating Scales (BARS)
Appraisal by results or management by objectives (M.B.O)
Appraising Managers as Managers
1. MODERN Methods of Performance Appraisal:
Assessment Centre.
Appraisal by Results of Management by objectives.
Appraising manager as Manager.
Human Asset Accounting Method.
Behaviourally Anchored Rating Scales (BARS)
Assessment CENTRE:
So far we have been talking about assessing past performance. But in several promotion decisions prediction of future performance becomes necessary more so if the selection is to be for a job from among a group of candidates, none of whom has done the job or one like it ever before. In these situations may organization use assessment centers to predict future performance were accurately.
An assessment centre is a multiple assessment of several individuals performed simultaneously by a group of trained evaluators using a variety of group and individual exercise.
Typically, individuals from different departments are brought together to spend two or three days working on individual or group assignment similar to the ones they will be handling if they are promoted. The period judgement of observers leads to an order of merit ranking for each participant.
There is a good deal of research evidence that people chosen by this method prove better than those chosen by other methods. The centre also makes it possible for unknown people who are working in comparatively less important or low status departments of an organization to compete with people from more well-known departments. This has the effect of equalizing opportunity, improving morals and enlarging the pool of possible promotion candidates.
Appraisal by Results or Management by objectives (MBO):-
A popular technique of performance appraisal of managers now days are MBO. The first original work on MBO can be found in Peter Drucker's book. The Practice of Management, published in 1954. In 1965 George Odiorne* made a major contribution of MBO.
Management by objectives is a process whereby performance goals and objectives are set by each subordinate in collaboration with his superior at the start of the appraisal period. Progress is then tracked and results are evaluated periodically.
Important elements of an MBO Programme are:-
1. Each Manager identifies his key effectiveness areas where he should show results.
2. Each Manager establishes his objectives (both long-term as well as short term) in such effective areas.
Such objectives should be quantified and time- bound.
They should be horizontally linked up with the objectives of the peers in the department, and vertically aligned with the objectives of the boss and the subordinates.
They should be related to and be part of the total organizational plan.
They should be established by the job holder and the boss together. In other words, goal setting should be participative. Unilateral imposition of goals by the boss is totally alien to the spirit of MBO.
3. Such mutually agreed objectives are then used for evaluating performance. Periodic review and updating of these objectives is also done by the boss and the subordinate together. In case of failure, data-let objective consideration reveals whether the target was carelessly fixed or whether other reasons are responsible for inadequate performance.
At their simplest, the elements of MBO in actual practice are three : Setting objectives, trucking progress, and evaluating results.
A document called the 'Management Guide' or 'Results Guide or 'Management Job Description' is usually prepared to facilitate the administration of MBO programme. It consists of 3 parts. The First Part is the title page in which there is a concise statement of the purpose of the job, the job holder's position in the organization, as well as his responsibilities. The Second Part is called the Key Results Analysis. This part consists of 4 different columns. The first column names the key result areas of the job. In the second column the agreed objectives or performance standards are mentioned against each identified key area. In the third column, the job-holder mentions the source and frequency of the control information which he proposes to use in checking his progress against standards. In the fourth column suggestions are made for improving results.
The Third Part of Management Guide is the job Improvement Plan. This is a check-list agreed on by the manager and his boss covering the tasks which the manage is going to carry out in the nest few months. This list is usually drawn up at the performance review, but it can be amended at any time. It is important that each item in this list is given a date by which the Manager undertakes to complete the assignment.
Human Asset Accounting METHOD:
The human asset accounting method refers to activity devoted to attaching money estimates to the value of a firm's internal human organization and its external customer goodwill. If able, well-trained personnel leave a firm, the human organization is worthless; if they join it, its human assets are increased. If distrust and conflict prevail, the human enterprise is devalued. If teamwork and high morale prevail, the human organization is a very valuable asset.
The current value of a firm's human organization can be appraised by developed procedures, by understanding periodic measurements of "Key causal" and "intervening enterprise" variables. The intervening variables reflect the internal state and health of an organization. They include loyalties, attitudes, motivations and collective capacity for effective interaction, communication and decision making. These two types of variables measurement must be made over several years to provide the needed data for the computation of the human asset accounting.
This method is not yet very popular in India.
Behaviourally Anchored Rating Scales (BARS):
This is a new appraisal technique which has recently been developed. Its supporters claim that it provides better, more equitable appraisals as compared to other techniques. The procedure for BARS is usually five stepped.
a) Generate Critical Incidents. Persons with knowledge of the job to be appraise (job-holders/supervisors) are asked to describe specific illustrations (critical incidents) of effective and ineffective performance behaviour.
b) Develop Performance Dimensions. These people then cluster the incidents into a smaller set (or say 5 or 10) of performance dimensions. Each clusters (dimensions) is then defined
c) Reallocate Incidents. Any group of people who also know the job then reallocate the original critical incidents.
d) Scale of incidents. This second group is generally asked to rate (7 or 9 point scales are typical) the behaviour described in the incident as to how effectively or ineffectively it represents performance on the appropriate dimension.
e) Develop final Instrument. A subset of incidents (usually 6 or 7 per cluster) is used as "behaviour anchors" for the performance dimensions.
Though BARS techniques is more time-consuming and expensive than other appraisal tools. Yet it has got certain advantages, such as :
1. A more accurate gauge, since BARS is done by persons expert in the technique, the results are sufficiency accurate.
2. Clear Standard - The critical incidents along the scale help to clarify what is mean by "extremely good" performance. "average" performance and so forth.
3. Feedback - The use of critical incidents may be more useful in providing feedback to the people being appraisal.
4. Independent dimensions - Systematically clustering the critical incidents into 5 to 6 performance dimensions helps in making the dimensions more independent of one another.
Traditional Methods of Performance Appraisal
Straight Ranking Method:
The oldest and simplest method of performance appraisal yield a ranking or ordering from best to worst of all individuals comprising the group. The rater simply picks out the individual he considers best, the one he considers nest best, etc. and ranks them in order on the basis of their work. The ranking method usually takes into account rating by more than a single rater. The ranks assigned by raters are then averaged and each member in the group is determined.
This method has two advantages that the simplicity and naturalness. There are two disadvantages-first of all the task of ranking a group of individuals becomes difficult when there are over twenty or thirty cases. Secondly, the magnitude of the difference in ability between ranks in not equal at different positions.
Paired Comparison Technique:
Although ranking method required some comparisons among individuals to be rated, there is not system in it. This is achieved well by a paired comparison technique in which each employee is compared every trait with all the other persons in pairs one at a time. With this technique, Judgement is easier and simpler than with the ordinary ranking method. The number of times each individual is compared with another is tallied on a piece of paper. These numbers yield the rank order of the entire group
The result of these comparisons is tabulated and a rank is assigned to each individual.
This method is not suitable when a group is large because, in that case, the number of judgements becomes excessively large.
Man-to-Man Comparison Method:
This technique was used by the USA army during First World War. By this method certain factors are selected for the purpose of analysis (such as leadership, dependability, and initiative), and a scale is designed by the rater for each factor. A scale of man is also created for each selected factor. The each man to be rated is compared with the man in the scale, and certain scores for each factor are awarded to him. In other words, instead of comparing a "whole man" to a whole man, personnel are compared to the key man in respect of one factor at a time. This method is used in job evaluation, and is known as factors comparison method. In performance appraisal, It is not of much use-because the designing of scales is a complicated task.
Grading Method:
Under this system, the rater considers certain features and marks them accordingly to a scale. Certain categories of worth are first established and carefully designed. The selected features may be analytical ability, Co-operative-ness, dependability self expression, job knowledge, Judgement, Leadership and organizing ability etc. They may be : (A) outstanding, (B) Very Good, (C) Good, (D) Fair or Average, (E) Poor : - E (or E-) very poor or hopeless.
Graphic or Linear Rating Scale :
This is most commonly used method of performance appraisal. Under it, a printed form; One for each person to be rated is used. According to Jucius, these factors are: employee characteristics and employee contribution. In employee characteristics are include such qualities as initiative, leadership, cooperativeness, dependability attitude, enthusiasm, loyalty, creative ability, emotional ability and co-ordination. In the employee contribution are included the quantity and quality of work, the responsibilities assumed, specific goals achieved regularity of attendance leadership offered, attitude towards superiors and associates, versatility, etc..
The rating-scale method is easy to understand and easy to use, and permits a statistical tabulation of scores A ready comparison of scores among the employees is possible. These scores indicate the worth of every individual. It is the most common evaluation tool in use today. Besides when ratings are objectively given, they can provide useful feed back
However this method suffers from a serious disadvantage, for it is arbitrary and the rating is generally subjective often the rating clusters on the high side when this method is used. Another severe limitation is that it assumes that each characteristic is equally important for all it assumes every one's definition of 'dependable' is the same.
Forced Choice Description Method:
This method was evolved after a great deal of research conducted for the military services during the World War II. It attempts to correct a raters tendency to give consistently high or consistently low ratings to all the employees. The use of this method calls for objective reporting and minimum subjective judgement. Under this method the rating elements are several sets of pair phase or adjectives (usually sets of four phrases two of which are positive, two of which are negative) relating to job proficiency or personal qualifications.
The method has certain advantages such as while choosing two statements from each series, the rater is unable to introduce personal bias or 'halo effect;* as only one of the favorable and of the unfavorable phrases in each series is related to success or failure on the job.
However this method is not clearly superior to other traditional rating methods. Trained technicians are required to prepare sets of series for each occupational group. And most managers do not like to 'rate in the dark'. Further such tests are expensive to develop, because of the particular job and company. Finally, the results of evaluation do not prove useful for counseling and training purposes because the rater is ingrate how he is evaluating the individual.
Forced Distribution Method:
This method was evolved by Joseph Tiffin after statistical work. This system is used to eliminate or minimize raters' bias, so that all personnel may not be placed at the higher end or at the lower end of the scale. It requires the rater to appraise an employee according to a pre-determined distribution scale. Under this system it is assumed that it is possible and desirable to rate only two factors viz. job performance and promo ability. For this
The 'halo' effect:
Experimental evidence shows that some raters have a tendency to rate an individual either high or low on many factors because the rater knows (or thinks) the individual to be high or low on some specific factor. This tendency is known as the 'halo' effect.
Check List Method:
This is the adaptation of a method developed by Thurston for measuring attitudes. Under this method, the rater does not evaluate employee performance, he supplies report about it and the final rating is done by the personnel department. A series of questions are presented concerning on employee to his behaviour. The rater then checks to indicate is the answers to a question about an employee positive or negative. The value of each question may be weighted more heavily than others.
This method suffers from bias on the part of the rater because he can distinguish positive and negative question. Secondly a separate check list must be developed for different classes of jobs .This process is expensive and time consuming. Thirdly it is difficult to assemble analyses and weight a number of statements about employee characteristics and contributions.
Free Easy Method:
This technique is very common for appraising individuals for professional positions. In his technique the rater, who may be the former employer, teacher or associate of the candidate is requested to give in writing an informed and honest account of the candidates strengths, weaknesses, potentials and so on. The biggest drawback of this technique is the accounts' variability in length and content to compare two essay appraisals.
Critical Incident Method:
This method was developed following research conducted by armed forces in the United States during World War-II. The essence of this system is that it attempts to measure employees performance in terms of certain 'events' or episodes that occur in the performance of the appraises job. These events are known as critical incidents. The basis of this method is the principle that "there are certain significant acts in each employee's behaviour and performance which make all the difference between success and failure on the job."
The appraiser keeps a written record of the events (either good or bad) that can easily be recalled and used in the course of a periodical or formal appraisal. Feed back is provided to the appraises about the incidents during performance review session.
This method provides an objective basis for conducting a discussion on and individuals performance. Vague impressions and general remarks are avoided, for supervisor is trained to record accurately the actual incidents from the daily activities of the employee. This approach reduces 'recency' effect of most performance rating.
However this method has significant limitations. These include (i) Negative incidents are generally more noticeable than positive ones. (ii) The recording of incidents is a core to supervisor and may be put off and easily forgotten. (iii) Very close supervision may result which may not be to the liking of an employee. (iv) The managers may unload a
series of complaints about incidents during annual performance review session. The feedback may be too much at one time and appear as punishment.
Group Appraisal Method:
Under this method employees are rated by an appraisal group, consisting of their manager and three or four other managers who have some knowledge of their performance. The manager explains to the group the nature of his subordinates duties. The group then discusses the standards of performance for the job, the actual performance of the job-holder, and the causes of their particular level of performance, and offers suggestions for future improvement,
The advantage of this method is that it is thorough, very simple and is devoid of any bias, for it involves multiple judges. But it is very time consuming.
Field Review Method:
Under this method a trainer employee from the personnel department interviews line supervisors to evaluate their respective subordinates. The appraiser is fully equipped with definite test questions, usually memorized in advance, which he puts to the supervisor. The supervisor is required to give his opinion about the progress of his subordinates, the level of performance of each subordinate, his weaknesses, good points, outstanding ability, promotability and the possible plans of action in cases requiring further consideration. The success of this system depends upon the competence of the interviewer.
This system is useful for a large organization. It relieves the supervisor of the need for filling out appraisal forms .The main defect is that it keeps two management representatives busy with appraisal.
Performance Counseling:
While performance counseling should take place at least once in a year as an integral part of the appraisal system it could be carried out more frequently by manager. It is at advisable to have performance counseling discussions. Quite frequently depending upon the needs of each appraise and the time availability of the counselor. In fact, the more attention a manager pays to counseling his subordinate, the more time he is likely to gain in the long run as a result of improved capabilities of his subordinates.
Any organization interested in using a good performance appraisal and review system that aims at developing employees has to practice and pay enough attention to performance counseling. Performance appraisal does not serve the purpose of developing employees unless an effective system of performance counseling is introduced and practiced in the organization.


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Minions are persistent creatures on the battlefield that will fight for their hero. Minion cards can be recognized by their Attack (a number displayed on a yellow sword, in the bottom left corner) and Health (a number displayed on a red blood drop, in the bottom right corner).
Minions are controlled by the player who summoned them, and can be commanded to attack their opponent's minions, or even the opposing hero. Minions with Taunt can act as defenders, preventing the opponent's forces from attacking the hero directly with melee attacks until that minion is destroyed. Minions are a major element in battles between heroes, and are usually responsible for the majority of all damage dealt in a game.
While most minions are recognizable creature or character types from World of Warcraft, some, such as the legendary minion cards, depict major characters from Warcraft lore. Hearthstone also expands the Warcraft universe a little, with further exploration of established themes, and some new additions of its own.
Summoning[edit | edit source]
Playing a minion card places that minion onto the battlefield. This process is known as 'summoning'. Each minion has a mana cost value, shown in the top left corner of the card, which shows the amount of mana you must pay to summon the minion. Successfully playing a minion card will transform the card into the minion itself, which will then appear upon the battleground represented by a portrait. Once summoned the minion will stay on the battlefield until it is destroyed or returned to the hand of its owner. Minions can be destroyed by reducing their Health to zero, or by using destroy effects such as Assassinate to remove them directly. Note that if a minion is returned to its owner's hand, or shuffled back into the owner's deck, its Attack and Health will return to their original values, and any enchantments will be removed. However, transformations will not be reversed by returning a minion to its owner's hand or deck; the transformed minion is considered an entirely different card from what it was transformed from, and that is what is "returned" to the deck.
Minion placement is sometimes significant, as certain positional effects take effect depending on position. For example, Explosive Shot deals high damage to a single target with splash damage onto adjacent minions, while Dire Wolf Alpha is a minion that provides an Attack buff to adjacent minions. When summoning a minion, the player can choose where to place it. However, once a minion has been placed it cannot be moved or re-placed, although the removal of a minion will cause the minions formerly adjacent to it to become adjacent to each other. Minions summoned or taken control of through spells, minion abilities or Hero Powers such as Totemic Call will always appear at the right of the battlefield, for both the player and their opponent.
Each player can normally have a maximum of 7 minions on the battlefield at any time. Once 7 friendly minions are on the field, the player will not be able to summon further minions. Minion cards and summon effects such as Totemic Call will not be playable, and any minion Battlecries and Deathrattles that summon other minions will be wasted. Other means of acquiring minions such as mind control effects will also be unplayable. However, it is possible to have more than 7 minions at once through the action of certain simultaneous effects or queued events, such as the combined Deathrattles of a Cairne Bloodhoof with Ancestral Spirit, or a minion controlled by Shadow Madness returning to its previous side of the board.[1]
Minions may be played directly from the hand, or through the effects of other cards or minions, and some effects distinguish between these two types of summoning. For example, Battlecries only activate when minions are played directly from the hand, while related triggered effects usually respond regardless of how the minion was summoned. Playing cards directly from the hand is termed 'playing', while the term 'summoning' is used to refer to either method. Indirect methods of bringing minions into play are the Summon ability, where a card creates a new minion in the battlefield, put into battlefield effects, which place a minion card from the deck directly into play, and transform effects, which replace one existing minion with another. Transform effects are not considered summoning, but still act to bring new minions into play, by replacing existing minions.
Action[edit | edit source]
- "Attack the hero? Or the enemy minions? Answering correctly can often turn the tide of battle." - Practice mode tip
Minions enter the battlefield in a state of exhaustion (indicated by a "zzz" above them), and they cannot attack while they are exhausted. Using a minion to attack will also exhaust it. Exhaustion lasts for one turn. Minions with Charge do not enter the battlefield exhausted. Exhaustion occurs however the minion entered the battlefield, whether through being played from the hand, a Summon effect, a put into battlefield effect, or as a result of a transform effect. The exhaustion that results from being summoned is sometimes known as summoning sickness.
Each turn, any minion that is not exhausted can be commanded to attack one target. Minions with Windfury can attack twice. Minions can be commanded to attack enemy minions or the opposing hero. Minions can also be attacked directly by heroes, using either spells or ranged or melee attacks.
In combat between minions it does not matter which target attacked which; each minion will suffer damage equal to the Attack of the other. This damage is dealt to both targets simultaneously. If either minion's health is reduced to zero (or below) they will be destroyed and removed from the battlefield. With combat involving heroes, order of attack is important. If a hero attacks a minion, both targets will take damage equal to the Attack of the other, but if a minion attacks a hero, only the hero will take damage; any weapon equipped by the hero will not be used, and so will also not lose Durability. If a minion causes a hero's health to reach zero, the hero is destroyed, ending the game and granting victory to the surviving hero.
All minions have the innate ability to attack, except those such as Ancient Watcher which are specifically unable. Minions with 0 Attack (such as Mirror Images) cannot attack, but if their Attack reaches 1 or higher, they will become able to. Minions can also be prevented from attacking on any given round through effects that Freeze or otherwise incapacitate them, such as Frostbolt. However, incapacitated minions will still defend themselves if attacked.
Many minions possess abilities which can grant them additional powers or have special effects in response to certain events. As well as being attacked, minions can also be affected by numerous friendly spells, healing their wounds, granting them new abilities, or using them to activate other cards.
Portraits[edit | edit source]
Certain abilities or properties will be reflected in a minion's portrait on the board through the addition of various features.
- Status
- Ability to attack this turn is shown by a bright green frame
- Exhausted minions are indicated by a "zzz" text floating up from the portrait
- Abilities
- Taunt is shown by a large shield-like border
- Triggered effects are shown by a small lightning bolt icon on the bottom of the portrait
- Deathrattle is designated by a skull on the bottom of the portrait
- Inspire effects are shown by a small blue flag icon on the bottom of the portrait
- Poison is designated by a flask of bubbling poison on the bottom of the portrait
- Spell Damage is designated by blue magical sparks over the portrait
- Ongoing effects are designated by a pulsing yellow glow around the portrait
- Stealth is designated by smoke across the portrait
- Windfury is shown by moving wind torrents over the portrait
- Silence is shown by shining purple bands across the portrait
- Enrage is shown by red boiling blood around the portrait
- Freeze is shown by ice crystals around the portrait
- Divine Shield is shown by a translucent yellow cocoon around the portrait
- Immune is shown by a rotating white border around the portrait
- Minions which cannot be targeted by spells and Hero Powers are shown by yellow fog
- Minions whose stats or abilities were magically increased have yellow magical sparks over the portrait
- Numerous individual enchantments have unique visual effects, and there are too many to list here. A few examples:
- Corruption enchantment is shown by red magical sparks over the portrait
- Power Overwhelming enchantment is shown by purple magical sparks over the portrait
- Commanding Shout enchantment is shown by white radiating waves
Types[edit | edit source]
Several specific minion types[2][3] exist, often referred to as tribes or races, after similar concepts from other collectible card games. A minion's type does not directly affect the behaviour of the minion, but allows it to be affected by certain type-specific effects. For example, Tundra Rhino grants Charge to all friendly Beast minions while it is in play, while Murloc Warleader grants all friendly Murlocs +2/+1. Most minions do not have a type, but where present minion type is stated at the bottom of the card.
Minion type cannot be removed by Silences, but is removed by Transform effects, since the minion is entirely replaced.[4]
Hearthstone features the following minion types:
- Beast - The most common specific type of minion, Beasts are capable of quickly forming a strong offense, and are favored by hunters (and to some extent, druids), with numerous synergistic effects providing strength in numbers.
- Demon - Almost exclusively available to warlocks, summoning these powerful minions often comes at a price, with their undercosted stats offset by harmful abilities.
- Dragon - Featuring more legendary cards than any other specific type, many Dragons come with powerful abilities. Dragon synergy mainly comes in the form of effects that require holding one in your hand.
- Elemental - To be introduced in Journey to Un'Goro, these minions depict elemental spirits who have attained raw physical form. Playing an elemental allows elemental synergy effects to activate on the next turn.
- Mech - Introduced with Goblins vs Gnomes, these mechanical minions are most commonly seen in Wild format, where they will often reward the presence of another friendly Mech on the field with additional effects.
- Murloc - Typically a low-cost yet aggressive type, many Murlocs grow in power with each other friendly Murloc on the field, allowing them to quickly overwhelm an unprepared opponent.
- Pirate - Favoring weapons and swashbuckling heroes ready to leap into the fray, many Pirate minions offer benefits based on the controlling hero's weapon.
- Totem - Available exclusively to the shaman class, basic Totems are brought into play through the Totemic Call Hero Power, with several more powerful options that can be summoned directly, with certain effects becoming stronger the more Totems the player controls.
- General - The majority of minions do not possess a specific type, but are considered general minions. These minions do not benefit from any specific type effects.
Minion card list[edit | edit source]
Unfortunately, wiki limitations mean it is not possible to provide a single list of all minion cards. However, more specific lists can be found on pages such as Taunt, Charge, Beast, Mage, Legendary card list, One Night in Karazhan and Triggered effect. For a list of such pages, see the template at the bottom of this page.
A full list of uncollectible minions can be found on Minion card list. A full list of all minion cards can be found on Hearthpwn.com.
Related cards[edit | edit source]
Hearthstone features a wide range of effects which affect minions.
- Effects specifically related to summoning and playing minions are listed below, as are effects specifically dependent on the presence of minions on the battlefield.
- For effects specifically related to specific minion types, see individual type pages, e.g., Beast.
- For abilities possessed by minions, or which grant abilities to minions, see individual ability pages, e.g., Deathrattle.
- For effects related to minion death, see Death-related.
[edit | edit source]
- For Wild format listings, see Minion/Wild format
These cards have effects related either to the summoning of minions in general, or the playing of minions from the hand specifically.
Name / Desc | Rarity | Type | Subtype | Class | Cost | Atk | HP | Description | |||||||||||
Darkshire Councilman | Common | Minion | General | Warlock | 3 | 1 | 5 | After you summon a minion, gain +1 Attack. Democracy in action! | |||||||||||
Mirror Entity | Common | Spell | Mage | 3 | Secret: After your opponent plays a minion, summon a copy of it. "You go first." - Krush'gor the Behemoth, to his pet boar. | ||||||||||||||
Repentance | Common | Spell | Paladin | 1 | Secret: After your opponent plays a minion, reduce its Health to 1. Repentance often comes in the moment before obliteration. Curious. | ||||||||||||||
Rumbling Elemental | Common | Minion | General | Shaman | 4 | 2 | 6 | After you play a Battlecry minion, deal 2 damage to a random enemy. He's a very hungry elemental. | |||||||||||
Sacred Trial | Common | Spell | Paladin | 1 | Secret: After your opponent has at least 3 minions and plays another, destroy it. You have chosen poorly. | ||||||||||||||
Snipe | Common | Spell | Hunter | 2 | Secret: After your opponent plays a minion, deal 4 damage to it. A great sniper hits the spot. Just like a delicious flank of boar. Mmmmm. | ||||||||||||||
Starving Buzzard | Common | Minion | Beast | Hunter | 5 | 3 | 2 | Whenever you summon a Beast, draw a card. If you feed him, he loses his whole identity. | |||||||||||
Addled Grizzly | Rare | Minion | Beast | Druid | 3 | 2 | 2 | After you summon a minion, give it +1/+1. Druids who spend too long in bear form are more susceptible to the whispers of the Old Gods. Right now they are whispering the lyrics to "La Bamba". | |||||||||||
Hidden Cache | Rare | Spell | Hunter | 2 | Secret: After your opponent plays a minion, give a random minion in your hand +2/+2. There is an urban legend that the first Toxic Sewer Ooze was born because a rookie Goon stashed an open container of milk in a Hidden Cache. | ||||||||||||||
Knife Juggler | Rare | Minion | General | Any | 2 | 2 | 2 | After you summon a minion, deal 1 damage to a random enemy. Ambitious Knife Jugglers sometimes graduate to Bomb Jugglers. They never last long enough to make it onto a card though. | |||||||||||
Knight of the Wild | Rare | Minion | General | Druid | 7 | 6 | 6 | Whenever you summon a Beast, reduce the Cost of this card by (1). He gets a discount on the tournament entry fee because he is his own horse. | |||||||||||
Murloc Tidecaller | Rare | Minion | Murloc | Any | 1 | 1 | 2 | Whenever you summon a Murloc, gain +1 Attack. This guy gets crazy strong at family reunions. | |||||||||||
Steward of Darkshire | Rare | Minion | General | Paladin | 3 | 3 | 3 | Whenever you summon a 1-Health minion, give it Divine Shield. Turns out divine shields are way cheaper if you buy in bulk. | |||||||||||
Sword of Justice | Epic | Weapon | Paladin | 3 | 1 | 5 | After you summon a minion, give it +1/+1 and this loses 1 Durability. I dub you Sir Loin of Beef! | ||||||||||||
Unlicensed Apothecary | Epic | Minion | Demon | Warlock | 3 | 5 | 5 | Whenever you summon a minion, deal 5 damage to your Hero. Get the ingredients wrong on ONE healing potion and they take your license. What a world! | |||||||||||
Showing all 15 cards |
Journey to Un'Goro
The below cards are planned for release with Journey to Un'Goro, coming early April 2017.
Name / Desc | Rarity | Type | Subtype | Class | Cost | Atk | HP | Description | |||||||||||
Swamp King Dred | Legendary | Minion | Beast | Hunter | 7 | 9 | 9 | After your opponent plays a minion, attack it. | |||||||||||
Showing the only card |
[edit | edit source]
- For Wild format listings, see Minion/Wild format
These cards have effects that depend on the number and types of minions on the battlefield.
Name / Desc | Rarity | Type | Subtype | Class | Cost | Atk | HP | Description | |||||||||||
Cult Apothecary | Common | Minion | General | Any | 5 | 4 | 4 | Battlecry: For each enemy minion, restore 2 Health to your hero. Cults need pharmacists too. | |||||||||||
Primal Fusion | Common | Spell | Shaman | 1 | Give a minion +1/+1 for each of your Totems. Golce and Dabbana have a new line of Earth Totems available at vendors everywhere this holiday season. | ||||||||||||||
Primalfin Lookout | Common | Minion | Murloc | Any | 3 | 3 | 2 | Battlecry: If you control another Murloc, Discover a Murloc. | |||||||||||
Sacred Trial | Common | Spell | Paladin | 1 | Secret: After your opponent has at least 3 minions and plays another, destroy it. You have chosen poorly. | ||||||||||||||
Unleash the Hounds | Common | Spell | Hunter | 3 | For each enemy minion, summon a 1/1 Hound with Charge. You must read the name of this card out loud each time you play it. | ||||||||||||||
Celestial Dreamer | Rare | Minion | General | Druid | 3 | 3 | 3 | Battlecry: If you control a minion with 5 or more Attack, gain +2/+2. If you think her job is easy, YOU try falling asleep on cue. | |||||||||||
Everyfin is Awesome | Rare | Spell | Shaman | 7 | Give your minions +2/+2.
Costs (1) less for each Murloc you control. Everyfin is cool when you're part of a murloc team! | ||||||||||||||
Protect the King! | Rare | Spell | Warrior | 3 | For each enemy minion, summon a 1/1 Pawn with Taunt. Form ranks! Everyone into the King's Tuskarr Defense! | ||||||||||||||
Reliquary Seeker | Rare | Minion | General | Warlock | 1 | 1 | 1 | Battlecry: If you have 6 other minions, gain +4/+4. The Reliquary considers itself the equal of the League of Explorers. The League of Explorers doesn't. | |||||||||||
Second-Rate Bruiser | Rare | Minion | General | Any | 5 | 4 | 5 | Taunt. Costs (2) less if your opponent has at least three minions. He'll be a first-rate bruiser once he gets used to his contacts. | |||||||||||
Cyclopian Horror | Epic | Minion | General | Any | 4 | 3 | 3 | Taunt. Battlecry: Gain +1 Health for each enemy minion. What are the qualifications for being a 'Horror?' Just how horrible do you have to be? | |||||||||||
Fight Promoter | Epic | Minion | General | Any | 6 | 4 | 4 | Battlecry: If you control a minion with 6 or more Health, draw two cards. "Yeah, I can get you Knuckles. No, no, he's been clean for *weeks*." | |||||||||||
Pilfered Power | Epic | Spell | Druid | 3 | Gain an empty Mana Crystal for each friendly minion. The Hozen don't get paid much, but at least they get to keep any excess mana. | ||||||||||||||
Sea Giant | Epic | Minion | General | Any | 10 | 8 | 8 | Costs (1) less for each other minion on the battlefield. See? Giant. | |||||||||||
Gormok the Impaler | Legendary | Minion | General | Any | 4 | 4 | 4 | Battlecry: If you have at least 4 other minions, deal 4 damage. Gormok has been giving impaling lessons in a small tent near the tournament grounds. For only 25g you too could learn the fine art of impaling! | |||||||||||
Skycap'n Kragg | Legendary | Minion | Pirate | Any | 7 | 4 | 6 | Charrrrrge Costs (1) less for each friendly Pirate. What's more boss than riding a parrot with a jawbone for a shoulderpad while wielding a giant hook-lance-thing and wearing a pirate hat? NOTHING. | |||||||||||
Showing all 16 cards |
Trivia[edit | edit source]
- In addition to the minion types currently seen in-game, the game data contains tags for other types and races. All races playable in World of Warcraft are included, except pandaren: Blood Elf, Draenei, Dwarf, Gnome, Goblin, Human, Night Elf, Orc, Tauren, Troll, Undead and Worgen are all listed as Hearthstone minion types. The other original types were Elemental, Mechanical, Nerubian, Ogre, and Scourge. None of these types currently exist in-game, except for Mechanical, which was reworked into the Mech type with Goblins vs Gnomes.
- While these types may show potential for future gameplay directions in Hearthstone, their current appearance in the game data is simply a remnant from the game's early development stages. Some of these types can be seen in early screenshots, such as this one from the game's alpha.
References[edit | edit source]
- ↑ Hearthstone Mythbusters. (2015-02-08).
- ↑ Yong Woo on Twitter. (2015-08-07).
- ↑ Journey to Un'Goro promotional email: NEW MINION TYPE: ELEMENTAL Nothing is more primal than the elements themselves. Harness the power of the Elemental Minion Type cards and unleash them on your opponents.
- ↑ Ben Brode on Twitter. (2014-11-24).
Cards | ||
By type | Minion
| |
By class | ||
By minion type | ||
By ability | ||
By effect type | ||
By card set | ||
By rarity |


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Beetroot recipes: Nine ways to cook with beetroot | ||||||||
A quick, easy and healthy salad, great for lunch or as a starter in the evening. Serves 4 Preparation time: 5 minutes Ingredients: 200g Tenderstem®, stems cut in half For lemon dressing: What to do: 1. Make the dressing by whisking together the rapeseed oil and lemon juice to taste. Season with freshly ground black pepper and sea salt. Set aside. | ||||||||
08/03/2011 | ||||||||
Article Plan
Beetroot recipes: Nine ways to cook with beetroot
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News Dumfries' Downed Billboard Hauled Away
DUMFRIES, Va. — The unsightly remnants of a billboard that once stood along U.S. 1 in Dumfries are gone.
PotomacLocal.com first told you about the billboard that was blown down in a storm last year. It had sat in disrepair along the major commuter thoroughfare for months drawing complaints from town residents.
Town officials were wrangling with the Virginia Department of Transportation and the billboard's owner Clear Channel Outdoor about removing the remnants of the board to no avail.
Delegate Richard Anderson (R-Prince William County) got word of the problem and stepped into help.
"After reading about this downed billboard in PotomacLocal.com, I contacted representatives at Clear Channel to ask that they clean the billboard debris along the roadside in Dumfries. Although the 51st House District that I represent in the General Assembly does not include Dumfries, I felt compelled to address this issue because I patroned a bill this year that deals with billboard management," said Anderson. "I thank PotomacLocal.com for bringing this issue to my attention and to Clear Channel for doing the right thing for our Dumfries neighbors and the beauty of our Commonwealth."
Anderson's bill, which got its final approval from the Senate just yesterday after passing the House earlier this month, allows a billboard owner to relocate their billboard to nearby ground in the event a road is widened or the land on which is stands is acquired for construction. Many of the billboards in Prince William County are permitted by a grandfather clause after it and neighboring jurisdiction Fairfax County banned new billboards from going up.
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The Daffodil Breakfast is a springtime tradition since 2002 celebrating individuals and organizations whose dedication to their neighborhood and city exemplifies the Daffodil Project's spirit of volunteerism and stewardship of New York City's parks and open spaces. The Breakfast helps to fund NY4P's work through the Daffodil Project.
Wednesday, April 26
8:00-9:30 am
Bryant Park Grill
The 2017 Daffodil Breakfast Awards will be presented to:
Lynden B. Miller Citywide Daffodil Award
Rick Gordon, Franco Mucciacciaro and Ivan Lopez, NYC Parks Storehouse
Borough Daffodil Awards
Bronx – Nilka Martell, Loving the Bronx, Bronx Coalition for Parks & Green Spaces
Brooklyn – Marlene Pantin, Red Hook Conservancy
Manhattan – George Reis, NYU Landscaping
Queens – Erycka de Jesus, The NYC Compost Project hosted by Big Reuse
Staten Island – Mary McInerney and Lee Regenbogen, The Hungerford School
Special Parks Pioneer Award
Steve Chesler and Katherine Thompson, Friends of Bushwick Inlet Park
Learn more about the citywide Daffodil Project and our past 2016 honorees:
2016 Lynden B. Miller CITYWIDE Daffodil Award Recipient
Trees New York
Trees New York was founded in 1976 as a volunteer response to New York City's cutbacks in forestry and tree-related community services. For 40 years Trees New York has worked to plant, preserve and protect New York City's trees through education and community participation. Through our signature program, the Citizen Pruner Course, Trees New York has trained over 11,500 volunteers to care for our urban forest. They are extremely proud to be celebrating their 40th Anniversary this year. Trees New York has participated in the Daffodil Project since it began in 2001, planting thousands of bulbs in street tree pits throughout the city.
Petrona Smith, Boller Avenue Resident Tree Lovers
As an active member of her local Community Board's Sanitation Committee, Ms. Smith became interested in caring for the tree pits on her block after realizing they were becoming magnets for litter and other refuse. In 2014, Ms. Smith learned about the Daffodil Project, and distributed the bulbs she received to her neighbors and local business owners as a way to encourage the community to become active stewards of the local street trees. Since then, her efforts have resulted in thousands of daffodils blooming along her residential block, as well as the business corridor nearby.
The Prospect Heights Street Tree Task Force (PHSTTF)
Started by a graduate of the Trees New York Citizen Pruner program, the PHSTTF became a local effort to improve the health and conditions of street trees throughout the Prospect Heights community. The planting of Daffodil Project bulbs has been a component of the Task Force's service projects since it started in 2009, offering a way to both improve the soil health of tree pits, and beautify them each spring. In recent years, PHSTTF has expanded their efforts further into Crown Heights, and also begun to offer educational workshops to neighbors about street tree care and stewardship.
The Chelsea Garden Club
When the city installed a protected bike lane along Eighth Avenue in 2010, multiple street trees were incorporated along the block. Realizing these tree pits needed stewardship and beautification, the Chelsea Garden Club was born. Community members have used Daffodil Project bulbs as a way to provide spring beautification, and their efforts also include the planting of pollinator-friendly plants and flowers that bloom in the warmer months. Their network of volunteers has expanded to adopt the bike lane pits along Eight and Ninth Avenues, from 17th to 30th Streets.
The Jackson Heights Beautification Group (JHBG)
In 1989, the Jackson Heights Beautification Group began as a community-led effort to beautify the neighborhood, and advocate for the parks and gardens of the neighborhood. Jackson Heights has one of the lowest ratios of open space per resident in the entire city, making the volunteer efforts of the JHBG vital to the improvement and increased accessibility of what little parkland there is to serve this incredibly diverse community. In addition to stewarding the main local open space, Travers Park, the JHBG saw the need to expand into street tree care. In neighborhoods as park-poor as Jackson Heights, street trees provide valuable green space, and their efforts have led to beautified, well-tended street trees throughout the community.
H.E.A.L.T.H. for Youths
H.E.A.L.T.H for Youths, Inc. is a nonprofit formed for the charitable and educational purposes of assisting youth in New York City. They strive to combat community deterioration and juvenile delinquency, improve the quality of education, health care and life-skills training offered to adolescence and young adults. While they work citywide, they have focused their primary efforts in the North Shore of Staten Island. After identifying a need to get young people in the neighborhood positively engaged with parks and open space, the organization partnered with Councilmember Debi Rose to do a long-term tree stewardship project in St. George, Staten Island that also involved planting daffodils in and around tree beds. Since 2013, they have planted thousands of daffodils with local teens and member of the local NYPD Precinct.


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Trussardi 1911 puts a contemporary spin on classic eyewear shapes. Its upcoming spring/summer 2011 pieces were all handmade in Germany and Japan. With four styles for men and three styles for women, you will have to make a trip to snatch them up as they are only available at Jeffrey New York and The Webster in Miami. Trussardi1911.com, $385 to $420.
Peep This
Dining Awards 2016
We crown the best eats around town and spotlight the most innovative chefs
Best of the City 2016
Our seventh annual celebration of all things Las Vegas, from the best place to fix your speeding ticket to the best Bloody Mary.


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Sci fi/Fantasy image by
Lloyd ZacariasThis is Tristan, as the title says. She's a priest who used to be a man but was cursed to live out the rest of his life as a woman when he decided to go through a long dead wizard's workshop. It took some getting used to but my RPG player finaly got into the swing of playing a woman which was quite difficult for him at first as not only was Tristan transformed into a woman but a very attractive one at that. I've had the majority of the male encounters come on to her (HIM) and it makes for an interesting role playing experience.Also I had put sword motifs on her armor as his/her holy symbol happens to be a sword. In case anyone's interested (and also so I don't get blasted) I used a pic of Eva Mendes for this one.
Published More than a year ago
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View Full DocumentThis note was uploaded on 01/19/2011 for the course GVPT 484 taught by Professor Dr.thiam during the Fall '10 term at Maryland.
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Television studies: textual analysisBurns and Thompson help to remedy the lack of a forum for current research on television by bringing together, in this volume, some of the best recent research in television studies. This work will begin to fill the gap in literature on television studies as a discipline. In compiling these 13 papers, the editors maintain a balance of timely interest and lasting relevance. The contributors study the texts of current TV dramatic and comic series, such as Dallas and Cheers, as well as current trends in nonfiction TV, such as network and local news coverage. Each analysis of a specific television text is complimented with rigorous theoretical argumentation. Students and scholars of communications and television criticism will find Television Studies valuable reading. The book begins with a two-chapter debate primarily seeking a definition of 'television studies.' The debate includes a critical examination of the capitalist institutions that dominate television as an industry. Further chapters discuss dramatic television series; an examination of the development of the lengthy serial text of Dallas, and structural analysis of the pilot episode of Cheers. The book contains five essays on nonfiction television, including an insiders view of the production and promotion of local TV news and an analysis of CBS and ABC's TV news coverage of South Africa over a two week period in 1987. In a final essay, conventional wisdom about 'the audience' is refuted. |
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Email this article from PlasticsNews.com
Plastics' foes wage campaign on social media battleground
A July 6 PlasticsNews.com article titled "Seabird study shows spike in plastic ocean litter" describes a University of British Columbia study that examined the stomach contents of beached northern fulmars (seabirds similar to gulls) in an attempt to provide a "snapshot" of plastic ocean litter. Researchers found that 92.5 percent of the birds examined had plastic scraps in their stomachs, demonstrating a "substantial increase in plastic pollution over the past few decades."
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