Possibilities and Limits of Traditional Performance Appraisals

Armin Trost

Chapter 5 in The End of Performance Appraisal, 2017, pp 91-145 from Springer

Abstract: Abstract Does the annual performance appraisal help us understand each individual employee’s and entire teams’ needs for learning in an agile environment? Can managers in a hierarchical world identify their employees’ potentials? Are managers in these systems even the right authorities? Do goals also serve as motivation when employee tasks involve a high degree of process and results certainty? These are the sorts of questions which will be addressed in this chapter. The collective, central issue revolves around the notion of: For which types of benefits can the annual performance appraisal act as a suitable instrument in its traditional form? We will be looking at different framework conditions here, as addressed in Chap. 3 . This chapter will also suggest some alternatives which may help meet the conventional benefit requirements in agile and hierarchical worlds.

Keywords: Framework Condition; Direct Manager; Performance Appraisal; Talent Manager; Learn Feedback (search for similar items in EconPapers)
Date: 2017
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-319-54235-5_5

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DOI: 10.1007/978-3-319-54235-5_5

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