Performance Management

Abstract

This chapter focuses on the evolution from performance appraisal to performance management. It proceeds to examine the forms and extent of performance appraisal and to discuss the problems associated with it. It argues that a great deal of the literature concentrates on implementation problems which are viewed as remedial through proper training and communication. Radical critiques of performance management, influenced by labour process and Foucauldian traditions, raise more fundamental questions about the purpose of performance management, but are too one-dimensional in their assessment. The final part of the chapter examines attempts to overcome many of the problems of performance management, examining the growth of employee involvement and multi-source feedback. It also considers other recent trends, highlighting the impact of technology and cultural diversity on the evolution of performance management. This chapter has highlighted the paradox that, although performance appraisal is being used more extensively than ever before, there is a much greater awareness of its limitations. These criticisms have encouraged considerable change in practice and an emphasis on performance appraisal giving way to more rounded forms of performance management.

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