En‐Trusting Appraisal to the Trust

Abstract

Contemporary performance appraisal (henceforth appraisal) has become an important tool in overseeing employees' work. Little of the vast literature however, has focused on its effects on the individual, beyond simple descriptions informing its implementation by management. This article firstly examines the changing nature of employee management under appraisal, then investigates its contemporary usage and the effects on women. This is illustrated with research gathered from a case study in the Midlands. The article also examines the changing focus of appraisal as a means through which the marginal and not so marginal performer can be controlled. Analysis focuses on the use of subjective perception of 'women' through appraisal to create 'excellent' employees in a 'quality' environment and examines management's attempts to apply the powerful subjective manipulation of knowledge over women. The use of a hospital case study highlights some of these issues in relation to the changes taking place in the public service sector. This sector faces fundamental transformations in its concept of 'service'.

Caught between difference and similarity: the case of women academics

“…Appraisal is a process in which individuals are differentiated, and is likely to be gendered. While appraisal is defined a “formal organizational mechanism for controlling the performance of work tasks on a rational, subjective and continuous basis” (Coates, 2004, p. 567), it is a process in which effort and value are judged. Understanding more about what women have learned from the process of appraisal can help understand how the process of appraisal helps or hinders women's progress.…”

Οι οργανωτικές και διοικητικές στρατηγικές επιλογές των ελληνικών επιχειρήσεων μετά από συγχωνεύσεις και εξαγορές στην βάση της φιλοσοφίας διαχείρισης απόδοσης (performance management)

“…Το θέµα της αξιολόγησης θέτει σε κίνηση ένα σύνολο από ζητήµατα, όπως αυτά, της εργασιακής δικαιοσύνης (Linna et al, 2012), της προσωπικής ικανότητας η οποία προσδιορίζεται εξάλλου ως µέτρο σύγκρισης (Coates 2004). Ταυτόχρονα µπορεί να ενεργοποιήσει ένα σύνολο από «θετικούς» παράγοντες όπως, την εκδήλωση των ικανοτήτων του ανθρώπινου δυναµικού (Rolle, Klingner 2012), την ενεργοποίηση του µηχανισµού της παρακίνησης (West et al, 2002) ή ένα σύνολο από αρνητικούς παράγοντες, όπως την απενεργοποίηση του µηχανισµού της παρακίνησης, την ενεργοποίηση του «ανικανοποίητου» (Kammerlind et al, 2004), την αντίσταση ή την άρνηση να εκπληρωθούν εργασιακές υποχρεώσεις.…”