Description
Performance appraisal is a key tool for meeting the managerial needs of the modern organisation. Daley examines the entire process of designing a performance appraisal system from determining its organisational purpose to constructing an objective appraisal instrument for measuring employee performance. Emphasis is also placed on the role of employee feedback and appraisal training. The cognitive behaviour that shapes and influences the rating process is detailed. The book integrates the literature and practices detailed in business management, psychology and sociology with that focusing on the public sector. After an overview of performance appraisal research and the effect of public-private differences, Daley examines the reasons for performance appraisal and the basic mechanics – why, what, when, who – of establishing an appraisal process. Special emphasis is placed on the role of performance appraisal in the organisation. He looks at the array of appraisal instruments that exists, concentrating on the development of objective “Behaviourally Anchored Rating Scales and Management by Objectives” approaches. The role of employee feedback and the performance appraisal interview for delivering it are detailed. Daley focuses on the problems that plague raters. Organisational and employee misunderstandings along with traditional rater error problems are diagnosed. The importance of programmes for training the rater are also presented. Intended as a resource for managers engaged in performance appraisal, this book can also serve as supplementary reading for courses in management and human resources/personnel.
