An Exploratory Analysis of Line Managers’ Attitudes and Perceptions towards Performance Appraisals

Abstract

A review of the literature on performance appraisals established a conceptual model for performance appraisal best practice. \n \nThe following research will focus on the managers’ attitude and perception towards performance appraisals. In particular the following research is an analysis of managers’ opinion on their own performance appraisal system, and their comments with regard to each point identified in the conceptual model. \nThe company in question is a large multinational IT company, and this research was particularly focused on managers within the shared service / technical support centre of this company. \n \nThe findings for the most part, were not surprising and were in keeping with the research identified from the conceptual model. Managers of Company IT expressed agreement in the use of performance appraisals and employee performance feedback. However, in the practice of Company IT, the forced distribution and employee rating format appeared to hinder the objective(s) of the performance appraisal meeting.

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