Why managerial performance appraisals are ineffective: causes and lessons

Emerald - 1997
Clinton O.Longenecker1
1Graduate School of Management, The University of Toledo, Toledo, OH, USA

Tóm tắt

Claims that, in the quest for competitive advantage, modern organizations are making increasing demands on their change managers. Questions what organizations are doing to help managers develop the skills necessary to operate in a rapidly changing work environment. Suggests that systematic management development efforts at organizational level are vital to accelerate and sustain management change. Seeks to identify why managerial appraisals frequently fail and are ineffective as a management development tool. Proposes that, if an organization is going to rely heavily on the use of formal performance appraisals as a vehicle to foster managerial development (which many do) they had better employ an effective appraisal system.

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Tài liệu tham khảo

1Longenecker, C.O. and Gioia D.A., “Neglected at the top ‐ executives talk about executive appraisal”, Sloan Management Review, Winter 1988..

2Gioia, D.A. and Longenecker, C.O., “Delving into the dark side: the politics of executive appraisal”, Organizational Dynamics, Winter 1994..

3Longenecker, C.O. and Gioia, D.A., “Executives need appraisal too”, Executive Development, Vol. 6 No. 1, 1993.

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