Much has been written about performance appraisal (PA) in terms of
its outcomes: little however, has been focused on the mediation of
actual practice, beyond simple descriptions informing its
implementation. Seeks first to understand the historical implications of
contemporary PA; second, examines the modern usage of PA with regard to
its emphasis on managing and controlling the “image” of
performance, which is then illustrated by the use of survey research,
gathered from West Midlands organizations. Concludes that the original
intentions of PA to manage physical performance have increasingly
failed, and become superseded by the management of the
“impression” of performance by both employers and employees.
Four decades ago, Whyte (1956) described how a new human expression had become universally evident. This was the notion of the "Organisation Man", an early corporate culture characterised by the middle ranks ofmale -managers in large organisations, who were subject to a "social ethic". Gender was not an issue. However, in a contemporary view of corporate culture, it has become crucial to understanding both notions of competitive advantage, and the thesis and influence of individual commitment to the organisation.This article deals with the issue of gender and the corporate culture thesis. Unlike many studies there is a need to make a distinction between women and men concerning their organisational perceptions and roles in relation to the corporate culture thesis. The paper is an initial analysis of research material, dealing with the above issues in relation to gender in contemporary organisations. It examines a changing notion of corporate culture to one where both men and women are implicated in the project at a full emotional level.
Reports that performance appraisal (PA) has become an important tool in "controlling" employees in modern public industries. Little work, however, has focused on its mediation or actual practice in relation to different groups, such as women and ethnic groups. Examines the changing nature of employee management under PA in relation to how it affects the role of women in organizations. Illustrates with research, gathered from a case study in the midlands. Moves analysis beyond the individual-collectivist tradition towards assessing the subtle control strategies now employed in the contemporary form of 1990s management. More specifically, illustrates the requirement for women to make the correct self-presentation as a means of "getting on" and, from a managerial stance, of subordinating them. The use of a hospital case study highlights some of these issues in relation to the changes taking place in the public service sector, which faces fundamental transformations to its concept of service. Concludes that PA has seriously affected the role of women in public health organizations and that PA has seriously failed to meet the needs of women.
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