Performance evaluation: A deadly disease?

Aluri, Rao; Reichel, Mary

doi:10.1016/0099-1333(94)90008-6

Cited by 11 publications

(6 citation statements)

References 14 publications

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“…In his eleventh point: 'Eliminate numerical quotas for the workforce and numerical goals for management', Deming warns against the establishment of isolated numerical goals without defining the quality improvement programmes needed to fulfil them [16, p. 97]. Recently, Aluri and Reichel [30] have examined the LIS sector relevance of Deming's condemnation of arbitrary goals. They conclude that management 'caught in the performance evaluation syndrome, forgets to evaluate and improve the system as a whole' and that 'TQM represents a major &dquo;paradigm shift&dquo; in that it forces library managers and employees to examine the fundamental objectives of their organizations' [30, p. 153].…”

Section: -290]mentioning

confidence: 98%

Strategic issues in quality management: I. Theoretical considerations

Johannsen

1996

Journal of Information Science

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Strategic management has been an important topic in library and information services (LIS) since the 1980s. In the 1990s, quality management has played a similar role. This paper examines the relationship between these two management concepts in a LIS sector setting. After the presentation of different conceptual frameworks, a new strategic quality management (SQM) framework -inspired by the Japanese hoshin kanri or policy deployment approach -is developed, emphasising that strategic management and total quality management (TQM) should be treated as one integrated management process. Then TQM-based and strategic management methodologies are compared in order to identify common traits and differences. Finally, it is discussed how the theoretical considerations made may influence the validity of practical managerial advice found in the library management literature.Based on the conceptual framework of this article, empirical data from the 1995 Nordic SQM survey of business information services (corporate information centres, special libraries and academic libraries) are presented in the next issue of the Journal of Information Science.

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Section: -290]mentioning

confidence: 98%

Strategic issues in quality management: I. Theoretical considerations

Johannsen

1996

Journal of Information Science

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“…A number of interesting and unique characteristics manifest themselves in the literature of academic librarianship concerning performance appraisals. Most of the authors who have written on the subject are library educators, personnel librarians, and library administrators (Aluri and Reichel, 1994). Although many of these individuals favour the performance appraisal process as a viable organizational tool, a noticeable attitude of scepticism pervades the literature regarding the effectiveness of evaluations, especially as they relate to achieving the institutional goals and objectives of the library.…”

Section: Historical Overviewmentioning

confidence: 99%

“…Many supervisors have a tendency to suffer from rater bias when conducting performance appraisals. In other words, a significant number of these same individuals are prone to drag along their own baggage in the process of evaluating others, thereby reducing the validity of the evaluation (Aluri and Reichel, 1994). These supervisors tend to rate employees based on their own limited view or interpretation of the job.…”

Section: Factors Affecting Performance Appraisalsmentioning

confidence: 99%

“…Once again, the context in which employees operate is not recognized. Individuals may end up doing well in the organization, but the institution suffers (Aluri and Reichel, 1994). Thus, performance appraisals encourage individual accomplishments in one sense, while they also stress the importance of maintaining the status quo.…”

Section: Factors Affecting Performance Appraisalsmentioning

confidence: 99%

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Performance appraisal in academic libraries: minor changes or major renovation?

Edwards

Williams

1998

Library Review

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Performance appraisals generally occur to provide documentation for current and future personnel decisions such as promotions, salary increases, staff development, and disciplinary reasons. After surveying library literature, it is apparent that most academic library administrations implement some type of performance appraisal, but a disparity exists regarding the process itself, the ultimate goals sought and those actually achieved. This situation emanates from the lack of objectives adhered to in conducting performance appraisals. This article will address the diversity existent in the performance appraisal process and the reasons for these differences.

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“…As Baldwin (2003, p. 87) has noticed, "some individuals claim that performance-appraisal systems are so fundamentally flawed as to be manipulative, abusive, autocratic, and counterproductive". Researchers (see Aluri andReichel, 1994 andJohnson, 2004) have found very extreme criticism against PA in Deming (1982Deming ( , 1986, who argues that it nourishes fear, encourages short-term thinking, stifles teamwork, and is no better than lotteries. He condemns PA as a deadly disease, and advocates the elimination of performance evaluation.…”

Section: Introductionmentioning

confidence: 99%

What can we learn from performance assessment?

Pan

2006

Library Management

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PurposeThe purpose of this study is to promote a better understanding of performance assessment (PA) as a managerial means via analyses and discussion of the system and practice in an academic library.Design/methodology/approachOne existing PA system of a university library is presented. Descriptive analyses of two specific system‐inherent problems, respectively: weighting scheme of the evaluated criteria and disqualification of the immediate supervisor as rater, are conducted. The purpose of PA is addressed with reference to PA and pay linkage. Circular supervision as an effective element to ultimately eliminate individual errors in an administration is discussed.FindingsThe PA system and practice of CL are flawed. First, the weighting scheme of the evaluated categories is so allocated that the least measurable category has the overriding power. Second, the most qualified evaluator (the direct supervisor) is deprived of the numeric rating vote. Third, the end ratings from the PA lead to unfair merit compensation decisions and salary inequity. Finally, the system lacks a circular supervision mechanism to eliminate undefeatable power in the administration.Originality/valueWith concrete examples and data, this study brings to light some serious problems that exist in a PA system. Via in‐depth analyses and discussion of specific issues, it touches upon circular supervision, a core element in a sound administration that needs to be adequately addressed.

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Performance evaluation: A deadly disease?

Cited by 11 publications

References 14 publications

Strategic issues in quality management: I. Theoretical considerations

Strategic issues in quality management: I. Theoretical considerations

Performance appraisal in academic libraries: minor changes or major renovation?

What can we learn from performance assessment?

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