Work and Organizational Psychology: An Introduction with Attitude

By Christine E. Doyle | Go to book overview

8

Getting the best from the best: Appraisal and career development

Good: Can jump over tall buildings Poor: Trips over own feet in a single leap…

Can hit a target 100 miles away… Shoots self in foot Spoof appraisal scheme

The idea of career is central…for the very reason that it is the only idea which can cope with the changes that assail us at the end of the twentieth century.

Herriot (1992)

Most medium to large organizations used to go through an annual appraisal ritual, which was rarely popular with anyone. A pile of appraisal forms would land on the desks of managers and supervisors, who then had to rate the work performance of their staff. Most managers disliked doing this. Although it is easy to rate the best and the poorest workers, distinguishing between the majority who are neither outstanding nor incompetent is both difficult and open to all manner of bias and inaccuracy. Often managers would have only limited knowledge of the workers and the tasks they performed. If they returned a poor report, they then had to live with the consequences of resentful staff; a good report might mean competition for the manager's own job or key people being promoted out of the department.

From the point of view of the person on the receiving end of appraisals, the process could be seen as unfair or traumatic or both. Fletcher (1997a) showed that 80% of the UK organizations in his study were unhappy with the appraisal system currently in use. Employees often regard them as the single most potent violation of procedural justice, especially when pay and promotion decisions might turn on the outcome. Not surprisingly, perhaps, Saal and Knight (1988) paint a picture of people "going through the motions" with everyone getting a reasonably favourable rating amid sighs of relief that it is all over for another year.

This was not a happy state of affairs. Organizations were right to be concerned about the satisfactoriness of staff, but with the advent of globalization and fierce competition this became an obsession with employees' contribution to the "bottom line". In the public sector too, concern with value for

-310-

Notes for this page

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this book

This book has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this book

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this page

Cited page

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited page

Bookmark this page
Work and Organizational Psychology: An Introduction with Attitude
Table of contents

Table of contents

Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this book

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen
/ 483

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.