Chapter

Appraising Performance: The Dilemmas

Chris Argyris

in Flawed Advice and the Management Trap

Published in print January 2000 | ISBN: 9780195132861
Published online October 2011 | e-ISBN: 9780199848645 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780195132861.003.0008
Appraising Performance: The Dilemmas

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This chapter offers a criterion for appraising group performance. There exists a long-standing paradox in the use of performance appraisals. On the one hand, practitioners say that such appraisals are necessary to help define and ensure effective performance. On the other hand, many practitioners are also justifiably skeptical about the credibility of performance ratings — despite some quite sophisticated research on their efficacy. A theory of action perspective provides an explanation for this paradox and also offers a new approach to evaluating performance. Two types of theories are used in appraising performance — the technical and the interpersonal. Most programs, whether they are about individual performance appraisals or group effectiveness or organizational culture, focus on changing actual behavior.

Keywords: performance appraisal; actual behavior; group effectiveness; group performance

Chapter.  3409 words. 

Subjects: Knowledge Management

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