A New Look at Performance Appraisal for Scientists and Engineers

Donald K. Wilson, Roland Mueser and Joseph A. Raelin

EconStor Open Access Articles and Book Chapters, 1994, vol. 37, issue 4, 51-55

Abstract: The performance appraisal as usually carried out by an organization's management is often incompatible with the needs of the technical staff. Nevertheless, it serves the organizational requirement for evaluation, albeit sometimes poorly. For most professionals, however, it probably does their development more harm than good. The authors propose two appraisals, a Management Performance Appraisal, and a Professional Development Appraisal. The management performance appraisal can be utilized as a management tool conducted for traditional purposes. The professional development appraisal would be a collateral process, separated from the conventional appraisal, but used to enhance professional growth and facilitate the intergenerational transfer of professional culture. Its two main characteristics would be mastery of one's technical proficiency and development of one's inner-directed character. The professional development appraisal would be carried out typically by professional mentors rather than by management.

Keywords: Performance appraisal; Managing professionals; Professional development; Mentorship (search for similar items in EconPapers)
JEL-codes: J24 J44 L84 M12 M51 O15 (search for similar items in EconPapers)
Date: 1994
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Persistent link: https://EconPapers.repec.org/RePEc:zbw:espost:268972

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