Executive Satisfaction with Managerial Performance Appraisal in City Government

Abstract

The methods used by municipal executives to appraise the performance of upper management subordinates differ substantially among major U.S. cities. Responses from 122 municipalities indicate a wide variety of appraisal techniques in use by cities that systematically assess managerial performance, but further reveal that less than two-thirds use any kind of formal, documented system whatsoever. In this article, appraisal system characteristics are examined for their relationship to executive satisfaction with appraisal practices. The findings suggest that system conformance to initial design, subordinate involvement, and feedback frequency are among the system characteristics most relevant to chief executive satisfaction with upper management appraisal.

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