Practical Reason and Performance Appraisal

Barbara Townley

Journal of Management Studies, 1999, vol. 36, issue 3, 287-306

Abstract: This paper examines responses of chairs of university departments to the news that they would be required to conduct a formal performance appraisal system. It is suggested that in order to understand resistance to appraisal we need to reject explanations invoking polarized antinomies – formal/informal, rational/political – and interrogate the concept of rationality. Drawing on MacIntyre's work, the paper examines the concept of practical reason to make sense of the chairs' responses and considers its relevance for understanding management and change in universities.

Date: 1999
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