Managerial competencies and the managerial performance appraisal process

Steven E. Abraham (School of Business, State University of New York at Oswego, New York, USA)
Lanny A. Karns (School of Business, State University of New York at Oswego, New York, USA)
Kenneth Shaw (School of Business, State University of New York at Oswego, New York, USA)
Manuel A. Mena (School of Business, State University of New York at Oswego, New York, USA)

Journal of Management Development

ISSN: 0262-1711

Publication date: 1 December 2001

Abstract

Uses survey research to investigate two general questions concerning managerial competencies and performance appraisal: whether a set of managerial competencies currently being used by organizations to describe successful managers can be identified; and whether organizations are appraising these same competencies as part of their managerial performance appraisal processes. The six competencies most often identified as critical to managerial success appear to be proper choices, given the discussion of the attributes needed for a competency to be effective. The results also show, however, that many of these same organizations are not appraising these competencies in their managerial‐performance appraisal processes. Concludes that failure to appraise the competencies reduces the effectiveness of the competencies and the managerial performance appraisal programs.

Keywords

Citation

Abraham, S., Karns, L., Shaw, K. and Mena, M. (2001), "Managerial competencies and the managerial performance appraisal process", Journal of Management Development, Vol. 20 No. 10, pp. 842-852. https://doi.org/10.1108/02621710110410842

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Publisher

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MCB UP Ltd

Copyright © 2001, MCB UP Limited

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