Performance appraisal as icon: Oscar-winning performance or dressing to impress?

Coates, G.

doi:10.1080/09585199400000009

Cited by 20 publications

(19 citation statements)

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“…Here we can see the beginnings of an individualised promotion scale for women and the 'club' syndrome for men (cf. Coates, 1994). The prospect of increased income for women was also prominent as they felt they should earn an equal income in their own right, just as OM had previously (Gregory, 1992;Baxter, 1992):…”

Section: 12mentioning

confidence: 95%

“…This lead to an exposure of the complete person in the assessment of adequate performance, reflected in the use of profiles, assessment centres and appraisal (Coates, 1994). Moreover, the greater the emphasis upon 'normative' control, the greater was the demand for interviewees to exhibit strong cultural affiliation to colleagues and the organisation.…”

Section: 34mentioning

confidence: 99%

“…Coates, 1994). Women, for the time being, will still be viewed as poor bets for organisational commitment and HRM.…”

Section: 13mentioning

confidence: 99%

“…This is part of the need for women to be noticeably better than comparable men at the same job to be considered as equals (Hochschild, 1983;Riska and Wegar, 1993). This subtle sexual stereotyping power, defines who has control of the presentation of self and the images individuals must perform to (Coates, 1994): [10] It's like a man wearing a skirt to work and expecting to be taken seriously. I have to look like a woman and act like a man.…”

Section: 4mentioning

confidence: 99%

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Organisation Man - Women and Organisational Culture

Coates¹

1997

Sociological Research Online

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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 of managers in large organisations, who were subject to a 'social ethic'. Under the original conception gender was not an issue. However, in a contemporary view of human resource management (HRM) and corporate culture, it has become crucial to understanding both notions of competitive advantage, and the thesis and influence of commitment in the literature and the workplace.This article deals with some issues of women and the organisation man/corporate culture thesis. Unlike many studies (e.g. Fletcher et al, 1993), there is a need to make a distinction between women and men concerning their perceptions and roles. A need to clarify the changes that have taken place in relation to the corporate culture thesis. The analysis in this paper is based on initial research material. It deals with the above issues in relation to gender in contemporary society, asking as it does, if the notion of corporate culture has changed to one where both men and women are implicated in the project at a full, emotional level.Keywords: Femininity; Gender; Management; Organisational Culture; Performance Appraisal; Sexuality; Women Introduction 1.1 The 'social ethic' in management practice Whyte (1956) described forty years ago was then a new universally evident organisational expression. It was the notion of Organisation Man (OM), an early corporate culture (CC), characterised by the middle ranks of managers in large organisations. Whereas the Protestant Ethic had emphasised individual salvation through hard work, thrift and competitive struggle (Weber, 1985), the social ethic hinged on three principle factors:1. A belief in belongingness as the ultimate need of the individual; 2. A belief in the application of science to achieve belongingness -to the group and organisation; 3. A belief in the group as the source of creativity. 1.2This sense of belongingness was akin to undertaking organisation vows, and in practice meant that members were more deeply beholden to their organisation than ever before. The OM rhetoric expressed notions of loyalty and singularity, whereas the present CC thesis focuses on loyalty, harmony and relationships between individuals as the goal. 1.3With OM, a 'special sort of person' arose, one who was reliable, and one whose personality and loyalty were subordinated to the organisation (Thompson and McHugh, 1990). This was very much a deterministic perspective of working individuals, based on notions of the organisation as a 'foundation of safety'. In return for loyalty, 'obedience' and identifying their goals with the organisations, individuals were offered job security and long-term careers. It is the contemporary notion of engendering obedience and commitment that is under scrutiny here. This is not overt, but a subtle version.

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Section: 12mentioning

confidence: 95%

Section: 34mentioning

confidence: 99%

“…Coates, 1994). Women, for the time being, will still be viewed as poor bets for organisational commitment and HRM.…”

Section: 13mentioning

confidence: 99%

Section: 4mentioning

confidence: 99%

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Organisation Man - Women and Organisational Culture

Coates¹

1997

Sociological Research Online

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“…Smith 1986), formats (e.g. Hughes and Prien 1986;Coates 1994;Janssens 1994), fairness (e.g. Taylor et al 1995), and appraisal uses (e.g.…”

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confidence: 99%

Effects of performance appraisal systems on marketing managers

Stathakopoulos

1997

Journal of Marketing Management

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This study investigates the effects of features of performance appraisal systems (PAS) on marketing managers' behavioural and psychological responses. More specifically, four characteristics of performance appraisal systems (output PAS, behaviour PAS, document PAS and interpersonal PAS) and four key criterion variables (subordinate defensiveness, bureaucratic behaviour, invalid/misleading data reporting and satisfaction with the appraisal system) are considered. A survey of US marketing managers was conducted to test the developed hypotheses. The results support the notion of direct effects of the performance appraisal characteristics on the consequence variables. Implications for practice, study limitations, and directions for future research are discussed.The performance appraisal of marketing personnel is a pervasive organisational issue of critical importance for both the implementation (Bonoma 1985) and control of marketing programs (Jaworski 1988). Indeed, how the performance appraisal process is managed can determine the success or failure of specific programs (Churchill et al. 1993). In this context, performance appraisal is considered an integral component of the overall control process of marketing personnel (see Larson 1984). Control of marketing personnel embraces the acts of influencing the tasks and activities to be executed to achieve desired outcomes and determining how well these tasks and activities were done (see Euske 1984). In this regard, performance appraisal systems (PAS) are the methods and/or procedures used by superiors to evaluate the performance of their subordinates and communicate the results, with the purpose of influencing their behaviour and activities to achieve desired outcomes.More specifically, at the individual level the process of performance appraisal may indirectly influence the performance and behaviour of marketing personnel. Performance appraisal provides marketing managers with the necessary information to adjust their behaviour so as to coincide with management's expectations (Cocanougher and Ivancevich 1978). Furthermore, the perception of unfair or biased appraisals could lower the marketing manager's motivation on the job by influencing his/her perception of the relationship between performance and the variations in the rewards received (see Walker et al. 1977). In addition, the appraisal process can induce feelings of satisfaction and organisational commitment by implicitly or explicitly rewarding certain types of behaviour (Landy et al. 1978). Finally, it can serve as a training tool by identifying the weaknesses in marketing employees' behaviours and an administrative decision-making tool for promotions and terminations (Mohrman et al. 1989).Though performance appraisal systems are designed to produce positive outcomes for management, negative consequences also may arise from them. For 836 Vlasis Stathakopoulos example, a brand manager whose performance appraisal is based essentially on output (e.g. market share) may find it necessary to work primarily on inc...

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An Non-traditional Career Evolution: Replacing the Leaders

Marinescu

2009

IFMBE Proceedings

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Performance appraisal as icon: Oscar-winning performance or dressing to impress?

Cited by 20 publications

References 28 publications

Organisation Man - Women and Organisational Culture

Organisation Man - Women and Organisational Culture

Effects of performance appraisal systems on marketing managers

An Non-traditional Career Evolution: Replacing the Leaders

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