Sensemaking and "Nonsense " in Performance Appraisal Systems

Giancarlo Traini

Economia dei Servizi, 2007, issue 3, 437-452

Abstract: Performance appraisal systems have become usual practice both in private and in the public sector, where they have been made compulsory. Unfortunately, the way such systems are set up and run is very often self-defeating, because on the one hand final users will get messages contrasting with the real reason of creation, and on the other performance appraisal systems tend to favour opportunistic behaviours and, hence, distortions in the reward systems. This paper compares the features of the "sensemaking" process available in literature to the methods through which performance appraisal systems are usually applied; particular emphasis has been given to the analysis of the conditions of effectiveness supporting performance that need constant adaptation to complex environment. This approach is also applied to the analysis of the relation among individual performance appraisal, human resources management, planning and control systems, and their capability of creating or destroying "sense " in organizations.

Keywords: performance appraisal system; sensemaking (search for similar items in EconPapers)
Date: 2007
References: Add references at CitEc
Citations:

Downloads: (external link)
https://www.rivisteweb.it/download/article/10.2382/24830 (application/pdf)
https://www.rivisteweb.it/doi/10.2382/24830 (text/html)
Access to full text is restricted to subscribers

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:mul:j1t56u:doi:10.2382/24830:y:2007:i:3:p:437-452

Access Statistics for this article

Economia dei Servizi is currently edited by Fabio Gobbo

More articles in Economia dei Servizi from Società editrice il Mulino
Bibliographic data for series maintained by ().