The Significance of Performance Appraisal in Improving Managerial Affectiveness

Abstract

This thesis begins with the premise that, basically, management involves the conscious attainment of prescribed end results. The preconditions necessary for the achievement of those end results and, thus characteristic of the process of managing are — The definition and agreement of required objectives. The development of necessary strategies, in the light of available resources, to attain the objectives. The establishment of means of both monitoring and measuring performance. A system which ensures that feedback on performance is communicated to those accountable for achieving results so that preventive and remedial action may be taken in good time. If this rationale of management is accepted, it follows that the attainment of both corporate and departmental objectives does not become a workable reality until such goals have been broken down into specific individual work targets and re-stated as personal accountabilities. Necessarily, the individual manager must feel that his personal work targets are relevant, realistic, and attainable with the resources and support he has at his disposal and within the limits of his sanctioned authority. Currently evolving concepts of ‘accountability’ management, based upon target-setting, performance appraisal, and counseling and aimed at improving performance, by means of consciously developed managerial skills and abilities, are exerting a considerable influence upon both the philosophy and practice of management. The need for effective dialogue when clarifying personal accountabilities, appraising performance, highlighting and making greater use of individual abilities, and talking through weaknesses or inadequate performance is thus assuming even greater significance in managerial relationships. The research of this thesis is aimed, therefore, at assessing the effectiveness of current target-setting, appraisal, and counseling practices within a large organization and recommending how these crucial managerial controls may be improved. The research has sought to collect and examine data in two complementary areas: i) The influence of interpersonal competence and work relationships upon appraisal and, ultimately, task performance. ii) The significance of false assumptions in the basic philosophy of appraisal and the consequent constraints inherent in the derived systems and practices of appraisal.