1 Genuinefeedbackwouldreleaseresourcestobeusedelsewhere.
2 Managersareexpectedtoenabletheirstafftoworkeffectively.
3 Expertsareunlikelytofacilitateamovetogenuinefeedback.
4 Therearebenefitswhenmethodsofevaluatingperformancehavebeennegotiated.
5 Appraisalstendtofocusonthenatureoftheface-to-facerelationshipbetweenemployeesandtheirlinemanagers.
6 Theideathatemployeesareresponsibleforwhattheydoseemsreasonable.
7 Despiteexperts’ assertion, managementstructurespreventgenuinefeedback
8 Anincreasingamountofeffortisbeingdedicatedtotheappraisalprocess.
A
Performanceappraisalisontheupandup. Itusedtorepresenttheonetimeofyearwhengettingonwiththeworkwasputonholdwhileenormousquantitiesofmanagementhourswerespentintheearnestritualofratingandrankingperformance. Nowthepracticeisevenmorefrequent. Thisofcoursemakesitallthemoreimportanthowappraisalisconducted. Humanresourcesprofessionalsclaimthatmanagersshouldstriveforobjectivityandthusforfeedbackratherthanjudgement. Butthesimplefactofthematteristhatthenatureofhierarchydistortstheconceptoffeedbackbecauseperformancemeasureareconceivedhierarchically. Unfortunately, alltoomanyworkerssufferfromtheinjusticesthatthisgenerates.
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