What's Wrong With Performance Appraisals? A Critique and A Suggestion

What's Wrong With Performance Appraisals? A Critique and A Suggestion Keith Grint, who is a Fellow in Organizational Behaviour at Templeton College, Oxford, offers a critical evaluation of performance appraisal systems. He argues that the traditional criticism of appraisals – their subjectivity – leads to a fruitless search for ever more objective appraisal criteria that are illusory. the consequence need not be that appraisals should be abandoned but they should be treated much more sceptically and reflexively. In particular, he suggests, there are strong arguments for supplementing traditional downward appraisals of subordinates with upward appraisals of superordinates. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management Journal Wiley

What's Wrong With Performance Appraisals? A Critique and A Suggestion

Human Resource Management Journal, Volume 3 (3) – Mar 1, 1993

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Publisher
Wiley
Copyright
Copyright © 1993 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0954-5395
eISSN
1748-8583
DOI
10.1111/j.1748-8583.1993.tb00316.x
Publisher site
See Article on Publisher Site

Abstract

Keith Grint, who is a Fellow in Organizational Behaviour at Templeton College, Oxford, offers a critical evaluation of performance appraisal systems. He argues that the traditional criticism of appraisals – their subjectivity – leads to a fruitless search for ever more objective appraisal criteria that are illusory. the consequence need not be that appraisals should be abandoned but they should be treated much more sceptically and reflexively. In particular, he suggests, there are strong arguments for supplementing traditional downward appraisals of subordinates with upward appraisals of superordinates.

Journal

Human Resource Management JournalWiley

Published: Mar 1, 1993

References

  • Performance Appraisal in Practice
    Carlton, Carlton; Sloman, Sloman
  • Pay, Control and Commitment: Linking Appraisal and Reward
    Geary, Geary
  • Performance Related Pay: Objectives and Application
    Kessler, Kessler; Purcell, Purcell
  • Total Quality Management and Employee Involvement
    Wilkinson, Wilkinson; Marchington, Marchington; Goodman, Goodman; Ackers, Ackers

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