Performance Appraisal and Career Strategy

The performance of staff has to be appraised periodically to assess them for current job as well as for future career planning.

Appraising Managers

Managerial appraisal is closely related to selection, placement, and promotion. Actually we can selection is appraisal only. But, appraisal term is used for the employees of an organization and one of the purposes it serves is  identifying persons within the enterprise who are ready for promotion. On the other hand, the candidates from outside the firm must first be recruited, selected, and placed before their performance can be appraised.

Appraisal is a necessity in organizational life. Superiors need to know about the quality of performance of their subordinates. Subordinates also want to know where they stand. There are many traditional performance appraisals that focus on personality traits and do not give a clear answer to the question, How well am I doing? An approach that focuses on performance in accomplishing goals and plans is more effective.

In this chapter, Koontz and O'Donnell focus more on appraising managers.

Performance appraisal can have three components - a comprehensive review, progress or periodic reviews, and continuous monitoring.

It is generally agreed that comprehensive review must be done at least once a year. Formal review must be supplemented by progress or periodic reviews wherein the superiors learns about factors hindering an effective performance in case it is needed. Also there reviews maintain communication between a superior and subordinate. Also objectives can be changed during these periodic reviews if necessary. People need not pursue obsolete goals.

As an appraisal approach, the greatest deficiency of management by objectives is that it provides for appraisal of results of operating performance only.  There are other factors to appraise, the managerial abilities and development needs.

Koontz and O'Donnell suggest a checklist for appraising managerial abilities against management principles for fundamentals.

Senior managers can do career planning for the people under them and discuss the development plan for a subordinate to acquire the competencies for the immediate next career position and the next. Sometimes, managers may have to acquire additional academic qualifications and a discussion between the superior and subordinate can help to decide to focus on the career progression and acquire the required competencies.

13th Edition

Sections

Choosing Appraisal Criteria

Appraising Managers against Verifiable Objectives

Appraising Managers as Managers: A Suggested Program

A Team Evaluation Approach

Application of Performance Review Software

Rewards and Stress of Managing

Formulating the Career Strategy

Management: A Global, Innovative and Entrepreneurial Perspective (15th Edition)

Heinz Weihrich, Mark V Cannice, Harold Koontz

McGraw-Hill Education, 18-Nov-2019 - Business & Economics

The thoroughly revised and updated fifteenth edition of Management - A Global, Innovative and Entrepreneurial Perspective takes an international view of management. This book comprehensively covers the latest management advancements. Entrepreneurial and innovative perspectives of management are integrated throughout in this edition.

Based on real-life business experiences and integration of theory with practice, this edition focuses on the professional development of its readers by providing exercises that encourage students to enhance their professional profile and network.

https://books.google.co.in/books/about/Management_A_Global_Innovative_and_Entre.html?id=YnbgDwAAQBAJ   

Ud. 31.3.2022

Pub. 20.5.2014